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ANNUAL REPORT2016 – 2017

THE PU

LSE OF CO

MM

UN

ICATION EXCELLENCE IN GOVERNMENT

1https://twitter.com/GCIS_Mediahttps://www.youtube.com/user/GovernmentZA https://www.facebook.com/GovernmentZA�� www.instagram.com/governmentza

TABLE OF CONTENTS

Government Communication and Information System

Annual Report 2016/17

Vote 46

2 Government Communication and Information System The pulse of communication excellence in government

Annual Report 2016/17The pulse of communication excellence in government Submission of the Government Communication and Information System (GCIS)

2016/17 Annual Report

To the Minister of Communications, Ms Ayanda Dlodlo, MP.

I have the honour of submitting to you, in accordance with the Public Finance Management Act (PFMA), 1999 (Act 1 of 1999), the GCIS’s Annual Report for the period 1 April 2016 to 31 March 2017.

Ms Phumla Williams�� Date of submission: 30 August 2017


TABLE OF CONTENTS

PART A: GENERAL INFORMATION 4

1. DEPARTMENT GENERAL INFORMATION 5

2. LIST OF ABBREVIATIONS/ACRONYMS 5

3. FOREWORD BY THE MINISTER 6

4. DEPUTY MINISTER’S STATEMENT 8

5. REPORT OF THE ACCOUNTING OFFICER 10

6. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF

ACCURACY FOR THE ANNUAL REPORT 16

7. STRATEGIC OVERVIEW 17

7.1 Vision 17

7.2 Mission 17

7.3 Values 17

8. LEGISLATIVE AND OTHER MANDATES 18

9. ORGANISATIONAL STRUCTURE 20

10. ENTITIES REPORTING TO THE GCIS 21

PART B: PERFORMANCE INFORMATION 22

1. AUDITOR-GENERAL’S (A-G) REPORT:

PREDETERMINED OBJECTIVES 23

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE 23

2.1 Service-delivery environment 23

2.2 Service Delivery Improvement Plan 25

2.3 Organisational environment 29

2.4 Key policy development and legislative changes 29

3. STRATEGIC OUTCOME-ORIENTED GOALS 29

4. PERFORMANCE INFORMATION BY PROGRAMME 30

4.1 Programme 1: Administration 30

4.2 Programme 2: Content Processing and Dissemination 38

4.3 Programme 3: Intergovernmental Coordination

and Stakeholder Management 52

5. TRANSFER PAYMENTS 62

6. CONDITIONAL GRANTS 63

7. DONOR FUNDS 63

8. CAPITAL INVESTMENT 63

PART C: GOVERNANCE 64

1. INTRODUCTION 65

2. RISK MANAGEMENT 65

3. FRAUD AND CORRUPTION 65

4. MINIMISING CONFLICT OF INTEREST 65

5. CODE OF CONDUCT 66

6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES 66

7. PORTFOLIO COMMITTEES 66

8. STANDING COMMITTEE ON PUBLIC ACCOUNTS (SCOPA)

RESOLUTIONS 66

9. PRIOR MODIFICATIONS TO AUDIT REPORTS 66

10. INTERNAL CONTROL UNIT 66

11. INTERNAL AUDIT AND AUDIT COMMITTEES 67

12. AUDIT COMMITTEE REPORT 69

PART D: HUMAN RESOURCE MANAGEMENT 72

1. INTRODUCTION 73

2. OVERVIEW OF HUMAN RESOURCES 73

3. HUMAN RESOURCE OVERSIGHT STATISTICS 74

PART E: FINANCIAL INFORMATION 108

1. REPORT OF THE AUDITOR-GENERAL 110

2. ANNUAL FINANCIAL STATEMENTS 114

PART F: APPENDIX 182


PART A: GENERAL INFORMATION


1. DEPARTMENT GENERAL INFORMATION

Physical address: �� Tshedimosetso House, 1035 cnr Francis Baard and Festiival Streets, � � � ��

Postal address: Private Bag X745, Pretoria, South Africa, 0001

Switchboard: +27 12 473 0000/1

Email: [email protected] Website: www.gcis.gov.za

2. LIST OF ABBREVIATIONS AND ACRONYMS

ADG Acting Director-General

AFS Annual Financial Statements

AG Auditor-General

AGSA Auditor-General of South Africa

AIDS � ��

APP Annual Performance Plan

ARC Audit and Risk Committee

BCM Business Continuity Management

CDW Community Development Workers

CSA Communication Service Agency

DG Director-General

DoC Department of Communications

DPME Department of Planning, Monitoring and Evaluation

DPSA Department of Public Service and Administration

EE Employment Equity

EPMDS Employment Performance Management Development System

ERM Enterprise Risk Management

EWD Employees with Disabilities

FCA Foreign Correspondents’ Association

GCF Government Communicators’ Forum

GCIS Government Communication and Information System

GCP Government Communication Programme

GSM Government Segmentation Model

HCT HIV Counselling and Testing

HoC Head of Communication

HoD Head of Department

HR Human Resources

HRD Human Resources Development

HRM Human Resource Management

HRP Human Resources Plan

IAA Internal Audit Activity

ICF Internal Communicators’ Forum

ICT Information and Communications Technology

IM Information Management

IM&T Information Management and Technology

IM&T SC Information Management and Technology Steering Committee

IRC Information Resource Centre

IT Information Technology

Manco Management Committee

MP Member of Parliament

MPAT Management Performance Assessment Tool

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NCSF National Communication Strategy Framework

NDP National Development Plan

NRF National Revenue Fund

OHS Occupational Health and Safety

PDP Personal Development Plan

PFMA Public Finance Management Act

PGA Press Gallery Association

PoA Programme of Action

PPP Public-Private Partnerships

PRASA Passenger Rail Agency of South Africa

PSETA Public Service Sector Education and Training Authority

PSM Public Sector Manager

PSR Public Service Regulations

Q&As Questions and Answers

SABC South African Broadcasting Corporation

SADC Southern African Development Community

SANEF South African National Editors’ Forum

SAYB South Africa Yearbook

SCM Supply Chain Management

SCOPA Standing Committee on Public Accounts

SETA Sector Education and Training Authority

SM Strategic Management

SMS Senior Management Service

SoNA State of the Nation Address

TB Tuberculosis

TVET Technical and Vocational Education and Training

UNISA University of South Africa

Vuk Vuk’uzenzele

Vuk-app Vuk’uzenzele Application

WIL Work Integrated Learning

WSP Workplace Skills Plan


3. FOREWORD BY THE MINISTER

Achievements in relation to policy directives and strategic outcome-related goalsGovernment, through the GCIS, remains committed to empowering South Africans with relevant information that enables them to access government services to improve the quality �� !�"�� #�� legislative responsibility by producing and disseminating relevant information to the target ��$�� "��!��%� ��!�� &�� cope with budget cuts and limitations while the external environment in which the department operated grew more demanding.

An increase in political activity and greater civil-society activism over a range of issues created a fast-moving and complex communication space. The sluggish economic growth, international ratings downgrade, higher unemployment and challenges around crime contributed to a ��'��$��'��''��

Through this heightened and challenging environment, the GCIS had to work much harder to ensure government’s voice was prominent and that government campaigns were still �&��!��'*��'��

Through our coordination of the Izimbizo outreach programme we ensured unmediated, face-�� ''��+�$�� $��'�� *��*��*�� directly with the public to listen to their fundamental concerns, especially about service-delivery issues.

The department continues to build and to sustain partnerships with strategic stakeholders, including the media, in order to accentuate its mandate. During the period under review, the GCIS provided strategic leadership and communication support in the planning and implementation of major government campaigns across all clusters. This forms part of our '�/�� 5� �� "�� &�� ''�� levels.

�� *��+��*��'��"��"��+�*��'��*��*��'*��'��#��'"��'��"��#��+��*��'��'��"��#��campaigns and key issues.

The department’s in-house media bulk-buying service has contributed to government ��#��

Ms Ayanda Dlodlo, MPMinister of Communications


The department’s overall performance can be ascribed to the exceptional leadership of its management team, complemented by the spirit of dedication ��*��*��'��&�'�'"��

�� *�� '�� #�� '�� *��!+� $�� $�� $�� *��'�� '� ��#�� strategic objectives, the GCIS managed to accomplish its major communication objectives.

Another challenge facing the department is the aging equipment currently in use, especially Information Technology and audio-visual equipment, which $��8��#��/��*��

The medium to long-term goals of the departmentThe GCIS will continue to be at the forefront of promoting nation-building and social cohesion, as part of the Ministry of Communications’s mandate to implement Chapter 15 of the National Development Plan.

Through the use of communication products and platforms such as the fortnightly Vuk’uzenzele newspaper and the weekly My District Today newsletter ��''�� ;��+��$��that the voice of government emerges loud and clear.

Thusong service centres, which are now in their 16th year of operation, will continue to play a crucial role in making life-changing information and services easily accessible to such communities.

We are purposefully geared to sustain the legislative and organisational �"��'��'�� '��''��&��parts of South Africa. We will continue to reach out to communities in villages, at taxi ranks, in shopping malls and throughout the length and breadth of our country.

Radio is one of the powerful communication tools that the GCIS uses to expressly engage with the public through numerous radio talk shows that are simulcast to community radio stations, thus enabling direct two-way engagement with millions of people. The recently introduced fortnightly Government At Work recordings aim to communicate smarter, better and faster, especially to appeal to the younger generations who access most of their government information on palm tops.

Once approved by Cabinet, the Government Communication Policy will help establish norms and standards to professionalise and strengthen the government communication system to ensure that it is well-integrated, better coordinated and professional, and allows for citizens to interact with government.

Acknowledgements/AppreciationI would like to express my profound appreciation to the management �� &� �� "�� organisation’s overall performance and remarkable achievements. At the same time, I acknowledge the distinctive contributions made by our predecessors – Minister Faith Muthambi and Deputy Minister Stella Ndabeni-Abrahams – to the department’s performance during the period under review.

ConclusionI am proud of the work that the GCIS has achieved during the period under review and foresee an even better performance ahead, as we strive to promote government campaigns and implement policies to move South Africa forward.

Ms Ayanda Dlodlo, MPMinister of Communications Date: 30 August 2017


4. DEPUTY MINISTER’S STATEMENT

�� <&�� ''��'��"��5"��'��=��'��to keep the public adequately informed about, among other things, its plans, policies and campaigns.

During the period under review, the GCIS managed to live up to and even surpassed its mandate to empower citizens with timeous and accurate information to help improve their lives.

��$��'��#��$��>��'��in which government communications had to operate. The heightened political activity and greater civil society activism created a more complex communication space.

Moreover, the rise in unemployment, economic recession, international ratings downgrade ��'��"��''��'��

��'��''��'��+��#��!��&��*��!��#��'��*��>��*��'��"��8��!��?@BEHBJ��#��statements were submitted to National Treasury and the Auditor-General of South Africa (AGSA) on time, for which the AGSA issued yet another clean-audit report.

On the communication front, the department has sustained its legacy of bringing government information and services closer to communities. A considerable number of publicising activities were held to promote the use of integrated mobile units and increase the visibility of Thusong service centres, which serve as a connection between communities and government services.

The GCIS has strengthened its strategic engagements with members of the media to establish and reinforce relations, which would inevitably ensure that government messages �� &��!� �� >��!� �� *��"�� *�� $+�the department provided communication support to, amongst others, the Local Government Elections, SADC Media Awards, Izimbizo Programme, SoNA, Fort Hare Centenary and the International AIDS Conference.

The department has been coordinating and simplifying the Post-Cabinet statements, which �� *��+�� '��"��#��+�$��"��5�!��&��

Ms Tandi Mahambehlala, MP

Deputy Minister of Communications


In order for the government to live up to its vision of being a caring and responsive government, the GCIS has played a central role in guiding the Imbizo Programme of government, which has yielded tangible successes. There has been a visible improvement in the number of aftercare or follow-up events, as part of upholding the Batho Pele principle of redress.

Publications such as the fortnightly Vuk’uzenzele newspaper and the weekly My District Today assist communities with information that helps them to change their lives for the better. By advertising Public Service vacant posts in the Vuk’uzenzele��$�*�*�+��#��"/��"��/�"��**��*��*��+�� ;��areas. The daily news bulletins of the SAnews agency and the social-media presence of government on Facebook, Twitter, Flickr and other online platforms ��'�5��#��'*��'��*��!�

In support of the government-wide cost-cutting measures, the GCIS’s in-house media bulk-buying service has achieved its intended objective of saving government substantial advertising costs.

During the period under review, the department surpassed the targets of the performance indicators for Outcome 14 (a diverse, socially cohesive society with a common national identity) of government’s 2014-2019 Medium Term Strategic Framework.

As a diligent department, the Human Resource (HR) Plan Implementation Report, Workplace Skills Plan and HR Development Implementation Plan were approved and implemented in line with the relevant legislative frameworks.

Acknowledgements/AppreciationI would like to express my appreciation to the management of the GCIS and all employees in their various capacities for their laudable contribution to the ��*��'��*��'��*��#��!��

As attested by past remarkable successes, the GCIS Team has once again demonstrated its unbridled tenacity to succeed against all odds.

Conclusion�� '�� *�� #�� !�� "�!��+��$��"��!��&��''��&��!��!�$��*�"��$��

Ms Tandi Mahambehlala, MPDeputy Minister of Communications Date: 30 August 2017


5. REPORT OF THE ACCOUNTING OFFICER

Overview of the operations of the departmentThe GCIS welcomed the newly appointed Minister and Deputy Minister, Ms Ayanda Dlodlo (MP) and Ms Tandi Mahambehlala (MP), as the Executive Authority for the Ministry of Communications, which includes GCIS as one of its entities, on 30 March 2017. The new Executive Authority committed to delivering on the mandate of the GCIS which, is to provide strategic leadership in government.

The media and communication environment form a critical part of the service-delivery ��'�� #��!��"��$��!�� over the reporting period focused on an upsurge in political activity and increased activism by civil-society organisations over a range of issues. Through this heightened political activity, government communicators had to work much harder to ensure that government’s voice was *�'��'��'*��$��&��!��'*��'��*��communication and media environment, daily Rapid Response meetings were held to assess the media environment and produce the recommendations for either a proactive or reactive communication approach.

All 22 Vuk’uzenzele editions produced were published on the GCIS website and on the Vuk’uzenzele mobile app. In addition, Vuk’uzenzele��?@BJHBX�#��!��the sale of advertising space raised R3 446 135.16, of which R3 375 175.00 was paid into the National Revenue Fund (NRF). In turn National Treasury allocated R3.1 million to the GCIS to print additional copies. This amount made it possible for the GCIS to increase the print run of the last three editions for the year, namely February second edition and two March editions. Instead of the normal 850 000 copies per edition, each of these three editions had a print run of 1.732 million copies. Therefore the R3.1 million covered the printing and distribution costs of additional 2.646 million copies.

��?@BJHBX�#��!��+��ZJ[��the Annual Performance Plan (APP). This is as a result of innovative and new approaches in approaching the work of government communications.

�� $��!��\]^?�BEJ�'��?@BJHBX�#��!��appropriation increased with R3.1 million to R385.256 million during the Adjusted Estimates �� _�� <>*�� <_<�� $�� **�*�� #��expenditure which would be raised through other government departments’ participation in procuring advertising space in the monthly Vuk’uzenzele newspaper to advertise vacant posts.


��"��+��*��\]^@�B]@�'��Z^�X[�+��*��\E�B?J�'��B�][��$��'*��of Employees (which is an earmarked budget as per the Appropriation Act) at year-end are attributed to vacancies in the three programmes as well as secondment ��&��*��'��$��

�� ! �� &�� "�� *�� #�� !�� $��"��8�� "�� *��+� �� $�� ''��;��"��/��'��+�resulted in the department approaching National Treasury to support its request to use projected savings in the budget of Compensation of Employees to fund the *�/��#��*��"��"��_��!�rejected the department’s request due to the fact that savings within the budget of ��'*��<'*��!��#��!��"�� _\`� �� #��#�� '*��Employees would also contribute to the reduction of the overall personnel bill of the Public Service.

Funds were also shifted between programmes before and after the adjustments "�� "� �� "�� #�� {��''�� B|� ��'�� to prevent unauthorised expenditure, a virement had to be applied from the �*�� "�� {��''�� ?|� �� {�� '��\?�EE� '�� $�� {��''�� ]|� ��'�� 5�� }��'�� \?�]]� '�� {��''�� B|� ��'�� resulted in certain departmental activities having to be scaled down or cancelled.

�� #�� '��'�� *��*�� stipulated in the Public Finance Management Act (PFMA), 1999 (Act 1 of 1999), and National Treasury Regulations. To ensure that the GCIS maintains sound #�� *��*��'��+��#��*��$��!��!��comply with the PFMA of 1999, National Treasury prescripts, including Treasury Instructions regarding general cost containment measures and subsistence and travel. Financial policies and related amendments are made available to all GCIS ��&��"��$��+�#��$��&��'��'��'��by National Treasury and the Department of Public Service and Administration (DPSA) prescripts.

Departmental receipts

Depart-mental receipts

2016/17 2015/16

Estimate ActualAmount

Col-lected

(Over)/Under Collec-

tion

Estimate ActualAmount

Col-lected

(Over)/Under

Collection

R’000 R’000 R’000 R’000 R’000 R’000

Sale of goods and services other than capital assets

3,359 3,391 (32) 272 3,538 (3,266)

Interest, divi-dends and rent on land

264 255 9 240 224 16

Sale of capital assets

- 7 (7) - - -

Financial transac-tions in assets and li-abilities

396 342 54 534 441 93

TOTAL 4,019 3,995 24 1,046 4,203 (3,157)


The GCIS produces various information products, including posters, banners, photos and videos. Some of these photos and videos are sold to the public and other departments. The department also provides graphic-design services to government ��*��'�� *�/��&��*��'�� 5��*�� '��*��&��'�5��*��*�#��'��

\�� '� '��!� *�5�� '�� '� ��&��$��*�5��$��"��+��''��*��'��&��*�!'��*��as well as interest generated in the department’s bank account and interest-bearing debt by former employees. All income generated is deposited monthly into the NRF.

The projected revenue of R4.019 million was under-recovered with R24 000, resulting in total revenue collected of R3.995 million. The under-recovery is attributed to lower debt recovery than projected.

Included in “Sale of goods and services other than capital assets” is revenue collection of R3.148 million against the projected amount of R3.1 million in respect of the sale of advertising space of vacant posts in the Vuk’uzenzele newspaper. The over-recovery of R48 000 is attributed to higher sales of advertising space than projected.

Other revenue collected amount to R847 000 of which R32 000 was as a result of the sales of GCIS products such as photos and videos, parking fees (R136 000) as well as commission on insurance and garnishee deductions (R75 000). Revenue collected in respect of interest amount to R255 000 and R7 000 was collected in respect of the sale of a capital asset. A further R342 000 was generated in respect of #��"��"!��"��*��#��years.

Programme Expenditure

��?@BJHBX��*��*��*��''��$�|

Programme Name

2016/17 2015/16

FinalAppro-priation

Actual Expendi-

ture

(Over)/ Under

Expendi-ture

FinalAppro-priation

Actual Expendi-

ture

(Over)/Under

Expendi-ture

R’000 R’000 R’000 R’000 R’000 R’000

1 Adminis-tration

149,394 147,359 2,035 144,921 144,920 1

2 Content Process-ing and Dissemi-nation

135,030 134,830 200 127,088 126,854 234

3 Intergov-ernmental Coordina-tion and Stakehold-er Man-agement

100,832 97,941 2,891 93,467 93,467 -

TOTAL 385,256 380,130 5,126 365,476 365,241 235

�� *�� Z^�X[� �� "�� **�>�'��!�\E�B?J�'��B�][��?@BJHBX��*��*�� **�*�� '*�� <'*��!�� $�� *��#��!� ��exclusively appropriated in the Appropriation Act, resulting therein that the budget for compensation of employees may not be used for any other purpose. Notwithstanding the saving in Compensation of Employees, the department experienced funding pressures within the operational budget. In order to prevent excessive expenditure in ��*��"��{��''��B|��'��+��*��'��*��{��''��?|��{��'��{��''��]|��'��5��}��'��"!��\~�^�'��{��''��B��ZZ�Z^[��*��"��"��spent.


�� ?@BEHBJ+� �� *��'�� *�� ZZ�Z[� �� "�� **�>�'��!� \?]E� @@@� �@�B[�� *�� Compensation of Employees in Programme 2 of which a Senior Manager is seconded to The Presidency who refunds the salary and related costs to the GCIS. Although the department applied reprioritization and cost-containment measures, funds had ��"��"��$��*��''��*�/��#��'�>�'�'��'��'��̂ [+��*��"��"!��~]��{`}�� BZZZ+� $�� $�� {��''�� ?|� �� {�� '��+�hence not all the available funds could be used to fund expenditure.

Virement/rollovers

_��$��8��'��?@BEHBJ��?@BJHBX�#��!�� $�� "�� ;��**�*��'�� $��**��through the adjustments budget process|

Main division Original budget

Virement Additional appropriation ��expenditure)

Adjusted Estimates of

National Expenditure

(ENE)

R’000 R’000 R’000 R’000

1. Administration 143,064 1,169 - 144,2332. Content Processing and Dissemination

133,608 (608) 3,100 136,100

3. Intergovernmental Coordination and Stakeholder Management

105,484 (561) - 104,923

TOTAL 382,156 - 3,100 385,256

��**�*��\]�B�'��$�� #��>*��in respect of projected revenue that the department would recover due to the sale of advertising space for vacant posts of departments in the Vukuzenzele newspaper.

�� '�� \B�BJZ� '�� $�� $�� **�*�� {��''�� B|�Administration was increased relates to the centralisation of the training budget within Programme 1. In order to ensure that the training budget is allocated and used

in accordance with the determination by the DPSA, it was decided that the Chief-��|��'��\��$��"��$��&�$��*��''��'��#��>*��$��&��"!��'��{��''��

��$��'��$��**��<_<|

Main division Adjusted ENE (R’000)

Virement (R’000)

Final appropriation (R’000)

1. Administration 144,233 5,161 149,3942. Content Processing and Dissemination

136,100 (1,070) 135,030

3. Intergovernmental Coordination and Stake- holder Management

104,923 (4,091) 100,832

TOTAL 385,256 - 385,256

�� {��''�� B|� ��'�� $�� '� {��''�� ?|� �� {�� '�� {��''�� ]|�Intergovernmental Coordination and Stakeholder Management to fund the projected ��#��'��}��'��!��$��`��}��'��due to contractual obligations.

The majority of the funds were shifted within the Goods and Services economic ��#��>*��"��'��$��&��'��#��>*��|

�� \B�BJ]� '�� $�� '� ��'*�� <'*��!�� "��!��$��+�resigned or died;

�� \XEJ�@@@�$��'��{�!'��*��fund the procurements of capital assets.

Future plans of the departmentThe department will produce the Media Landscape booklet which provides an assessment of the changes in the media environment – ownership and diversity –$��&��$��$��$�5�$��'��'��"��*��


that bring on developments and dialogues from the dynamic and complex media environment. The Media Landscape is published every three years. Therefore it will "��*�"��?@BXHB^�#��!��

Public-Private Partnerships (PPP)The GCIS did not enter into any PPP agreement.

Discontinued activities / activities to be discontinued_��$��#��!��

New or proposed activitiesNo new activities were proposed.

Supply Chain Management (SCM)The department did not procure any goods or services from unsolicited bids for the year under review. The department has a policy on irregular and wasteful expenditure. Internal controls are also reviewed and policies adjusted to prevent irregular expenditure.

Two cases of irregular expenditure to the value of R115 000 occurred as at 31 March 2017. One case is still under investigation while the other has been condoned by ��*��!��$��5��*��'��$��'��$��*��'��internal processes.

Gifts and Donations received in kind from non-related partiesDuring the 2016/17 financial year, the GCIS received in-kind gifts, donations and sponsorships from non-related parties to the value of approximately R144 000 of which the highest was a sponsorship of R65 000 in respect of the venue, catering and décor for the Forum of the Public Sector Manager (PSM)magazine. Refer to Annexures 1C and 1D for full disclosure of gifts, donations and sponsorships received and made.

Exemptions and deviations received from National Treasury The department did not apply or receive any exemption from National Treasury in ��*��{`}��BZZZ+��!�\��'��#��*��8��'��*��H��*��#��!��

Events after the reporting dateIn March 2016 the High Court made a ruling that an alleged contract between the GCIS and a service provider for implementation of the Census 2011 Communication Campaign was invalid, and therefore, set aside. The High Court ruling brought to an end a protracted legal dispute that arose in 2012. On 29 June 2017 GCIS received a letter from Statistics SA enquiring about progress made to recover the amount of R7.762 million from third parties with a view that the GCIS will use the funds to settle its debt with Statistics SA. The GCIS is currently seeking a legal opinion with a view to make a determination that will be legally sound and cost-�&��'��

A claim of R20 million was instituted in the North Gauteng High Court in respect of a copyright matter.

A disciplinary hearing is in progress against an employee of which the estimated legal cost amount to R250 000.

Other In accordance with a Memorandum of Understanding (MoU) that was signed by "��+��'��*��functions to the DoC in accordance with the MoU. These Corporate Services functions included all areas of SCM, Information Technology (IT), Internal Audit, ��`��}��'��$��''��+��!��$��as asset management. Human Resource Management (HRM)functions relating to appointments, transfers and resignations were provided to DoC for period 1 April 2016 – 31 August 2016.

In certain aspects, the arrangements in accordance with the MoU continues until ]B�}��?@B^��?@BXHB^�#��!��'��independently if earlier than the expiry date. These functions include internal audit, petty cash, which entail daily reconciliation and safekeeping of cash; switchboard functions; administration of the logistics management system (Logis); asset management which entails the maintenance of the departmental asset register, ��#��$��use its assets to the value of R1.619 million. The DoC will provide legal support to the GCIS.


Acknowledgement/s or Appreciation I would like express my appreciation to the Executive Authority for their leadership ��**��?@BJHBX�#��!��$��>*��'!��'��'��&��'��#��!��$�

ConclusionIt is imperative for the GCIS to move South Africa forward by carrying out its ��''��'��$��$��#��*��''��'��'�5��&��*��*��=��*��'��"��*��platforms to meet its mandate of informing South African citizens of government’s *��''��*��%��'��Z@[��*��H*��+��*��#��

�� The 2016/17 Annual Financial Statements (AFS) is approved by the Acting ��

Ms Phumla Williams�� !�� "�� #GCISDate: 30 August 2017


6. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT

��"��'!�5��$��"��+��#'��$��|�

All information and amounts disclosed throughout the Annual Report are consistent. The Annual Report is complete, accurate and is free from any omissions.

The annual report has been prepared in accordance with the guidelines on the annual report as issued by National Treasury.

��`��{��<��"��*�*��$��'��#��relevant frameworks and guidelines issued by National Treasury.

��*��"��*�*��`��/��'��made in this information.

��*��"��"��+��'*��'��!��'��control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources (HR) information and the AFS.

The external auditors are engaged to express an independent opinion on the AFS.

��'!��*��+��*��!��;��*��+��*��'��'��+��\��'��#��&��*��'��#��!��]B�March 2017.

Yours faithfully

��Ms Phumla Williams��|�]@��?@BX


7. STRATEGIC OVERVIEW

7.1. Vision

The pulse of communication excellence in government.

7.2. Mission

�� !� � !�� "� �� #�� adherence to standards and coherence of message and proactively communicate with the public about government policies, plans, programmes and achievements.

7.3. Values

Value Meaning and behaviour associated with the value

Professionalism �� *��of professionalism in all business dealings at all times.

�� {��'��'"��!+�*��"��-ness-like behaviour. It drives a person’s appearance, demeanour and professional interactions, providing ��$��*��#��'*��

�� '��*��'�"!�"��courteous, honest bad behaving responsibly when

dealing with clients and representing the organisation.�� '�� >��

goes beyond the department’s normal work and ��8��'��

Diversity �� *��'��"��'��!��8��!�by promoting a safe, positive and nurturing environment for everyone.

�� *��*��&��&��+� ethnicity, gender, gender preference, age, religious beliefs, socio-economic status or other ideologies.�� '"��

other’s points of view, beyond simple tolerance, giving everyone the opportunity to express themselves. This attitude should extend to the public.

Openness and transpar-ency

�� $�!��"��*��$�� communications, disclose all relevant information,

and be accountable for its actions.�� "��$��

dealings at all times.�� *��$�� access to accurate, relevant and timely information.�� *��'��*��!�� accountability are essential for good governance.

Innovation �� *��'�� "�� *�� $� ��and adopt a flexible approach to problem solving.

��5�"�!��'�� *�� issues that cannot be addressed by a person working in isolation.

Honesty and integrity

�� >�� !� �� "��dealings and strive to protect the department’s

integrity at all times.�� ''��!�� undertaken on behalf of their clients. �� *��'�� 8��!+� ��

�� '�5��>*��do the same with one another.

�� *��'�� ''��'�� "�� foundation for trust.


8. LEGISLATIVE AND OTHER MANDATES

8.1. The GCIS was formally established in terms of section 239 of the Constitution of the Republic of South Africa of 1996 and as a strategic unit in The Presidency in terms of Section 7 of the Public Service Act of 1994.

8.2. The organisation is mandated to coordinate, guide and advise on government communications, including media liaison, development communication and marketing. Its goal is to achieve integrated, coordinated and clear communications between government and South African citizens to enable public involvement in � � ��!=��'��$�5��'��"!|� � ��\�*�"��BZZJ%� � ��{`}��BZZZ+��'��%� � ��"��'��'��%� � ��_��!=��`�'�$�5��{��{{�%�� }��'��'��`�'�$�5��}��`��?@B~ ?@BZ��


9. ORGANISATIONAL STRUCTURE

��|�Policy and ResearchMs T Carrim

��|� Provincial and Local Liaison

Mr M Currin

��|�Strategic Management

Ms Z Potye��`��Vacant

��|��Governance and Admin ClustersVacant

��|�<��'��and Infrastructure, Justice and International ClustersMr D Jacobs

��|�Information Management and TechnologyMr T Vandayar

��|� Media EngagementVacant

Chief Audit ExecutiveMr D Modiba

�*��!�� |�Corporate Services

Ms P Williams

�*��!�� |�Intergovernmental Coordination and Stakeholder ManagementVacant

Deputy Director-General: Content Processing and Dissemination

Vacant

��|� Human ResourcesMr K Semakane

��|�Communication Service AgencyMr D Liphoko(Seconded)

��|� �� Acting Director-GeneralMr G Letsoalo

VacantActing Director-GeneralMs P Williams

Deputy Minister Ms Tandi Mahambehlala, MP

MinisterMs Ayanda Dlodlo, MP

��|� Products and PlatformsMr T Seale

(Seconded)


10. ENTITIES REPORTING TO THE GCIS

None


PART B: PERFORMANCE INFORMATION


1. AUDITOR-GENERAL’S (AG) REPORT: PREDETERMINED OBJECTIVES

\�� *�� B@^� �� \�*�� +� *�"�� {�� <|� `��Information.

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

2.1 Service-delivery environment

The media and communication environment forms a critical part of the service- ��!��'��#��!��"��with activity. Issues over the reporting period focused on an upsurge in political activity and increased activism by civil-society organisations over a range of issues. It led to a fast moving and complex communication environment, with rapidly changing media reporting on new and developing issues. Through this heightened political activity, government communicators had to work much harder to ensure that government’s voice was prominent in the media and its ��'*��$��&��!��'*��'��

In pursuit of its vision of building partnerships with strategic stakeholders, the department increased its engagement with its media partners and held 61 engagements, which was an increase of 40 engagements from the 21 held �� ?@BEHBJ� #�� !�� *�� ''�� media environment, the daily rapid response meetings were held to assess the media environment and produce recommendations for either a proactive or reactive communication approach. They also produced biweekly rapid response reports for the Minister.

The GCIS has a communication priority of disseminating information that empowers the general public to participate in government programmes. A total of 38 editions of communication products were published to meet the ��'��&��Vuk’uzenzele, the fortnightly government-owned newspaper that is distributed for free, mainly in areas with less access to the mainstream media. It is partly published in all

BB�� '�� '��=��key priorities, including employment issues, youth matters, service delivery and ��*'��?@BJHBX�#��!��+��?B�]~J�'��copies of the newspaper and 7 800 Braille copies were distributed. Additional 2.646 million copies were published instead of 18.7 million copies as planned.

Eleven editions (totalling 209 000 copies) of the PSM magazine were produced during the period under review. The magazine aims to meet the communication and information needs of public-sector managers. In addition, four editions (totalling 76 000 copies) of GovComms – a quarterly newsletter for government and public sector communicators, and a supplement to the PSM magazine – were produced. Furthermore, both the South Africa Yearbook (SAYB) and Pocket Guide to South Africa 2015/16 were published as planned.

��'��=�� "��!� �� ''�� &��!+� �� *�� '��+� ��*�� '�� ''��system. The system continues to improve in terms of coordination and ensures integrated planning and implementation around the government communication *�� $�5� �� +� $�� #�� ?@BJHBX�Government Communication Programmes (GCPs) were developed and 50 progress reports on its implementation were presented to the DGs’ Cluster.

Furthermore, 44 communication strategies for campaigns were developed together with lead departments to popularise government messages. Four strategic engagements with government communicators were held during the year under review to improve the coherence and alignment of government messages. In addition, the Web Content and Social Media, and the Audio-Visual Forum managers’ forums were held to share best practices on ensuring that government information is disseminated as widely as possible.

As the system continued to expand, building capacity and professionalism among communicators remained critical. Ten request-based communication-training sessions for government departments and municipal communicators were conducted. The GCIS provincial and local liaison team conducted councillor induction sessions in some municipalities to equip them with communication skills and techniques to communicate government messages. Together with Media24, the GCIS facilitated the Apex Leadership and Digital Publishing training programmes. These year-long programmes were meant to enhance the GCIS communicators’ communication and leadership skills.


During the reporting period, the GCIS prioritised the promotion of awareness and engagement with institutions and programmes on continental and regional integration and development. This included raising public awareness of developments regarding the African Union and its institutions, and the Southern African Development Community (SADC).

The outreach programme of the department has demonstrated the value of ��'��+� �� ''��$��'�� directly with the public. A total of 4 521 outreach campaigns were implemented against the planned target of 3 486. These included the 2 127 community and stakeholder liaison visits, 555 marketing events for the Thusong Programme and 1 839 development communication activations.

Information was delivered through channels such as community radio talk shows; taxi ranks and malls activations; blitzes on commuter trains in partnership with the Passenger Rail Agency of South Africa (PRASA); talk shows at local community radio and television stations; open days, especially at Thusong service centres; dialogues; door-to-door/household visits, and project walkabouts and inspections.

The campaign to distribute government messages reached over 53 million people (some of them being repeat audiences). A total of 555 Thusong marketing events were held to intensify the use of integrated mobile units and increase the visibility of Thusong service centres, which serviced 7 527 486 people during ��?@BJHBX�#��!��

The GCIS’s in-house media bulk-buying service is designed to save advertising costs for government while maintaining the visibility of government’s ��''�� '*�� ?@BJHBX� #�� !��+� ]]?� '�� buying campaigns were approved and implemented for various programmes and services. The cost of the advertising was R227 million.


2.2 Service Delivery Improvement Plan

Main services provided and standards

Main services $�� Current/actual standard of service Desired standard of services 2016/17 Actual achievement

Provide accurate relevant information to empower citizens improve their lives

South Africancitizens/public

Up-to-date andaccurate government information

Up-to-date and accurate government information

Up-to-date and accurate ��'��'��|

Provided daily news updates on key government programmes and activities (excluding public holidays, weekends and holiday *��$�|�� *�"��|�]�JB]�� $��|��ZZ�]@@��$��"!�

��#��!�� `��"��5|�?@�@BB��5��"!�

��#��!��{�� "��'��"��#��H��statements issued

18 post-Cabinet media brief-ings and/or statements issued after ordinary Cabinet meeting per year

B~�*�� "��'��"��#��were held and 19 statements issued after ordinary and special ��"��'��#��*�� Cabinet statements were issued $��'��"��#��

11 editions of Vuk’uzenzelenewspaper

21 editions ofVuk’uzenzele newspaper

22 editions of Vuk’uzenzele newspaper published annually



Distribution to Communities done through knock-and-drops and access *��*��+��service centres, provincial and national Information Resource Centres (IRCs), etc.

Distribution to communities done through knock-and-drops and access points such as *��+��centres, provincial and national IRCs, etc.

During 2016/17, a total of 21 346 000 million copies of Vuk’uzenzele newspaper were ��"��ZE[�$��5��5 �� *� �� E[� �� "�� ~@�points, including GCIS district �� *�� `�'� ��850 000 copies of Vuk’uzenzele newspaper per month, 20 000 went to points and 830 000 to knock-and-drop sites.



Customer feedback undertaken to enhance the quality and content of information products.

Customer feedback undertaken to enhance the quality and content of information products.

Customer feedback was received on the content of Vuk’uzenzele newspaper based on a qualita-tive study that was conducted during the second quarter of the ?@BJHBX�#��!��Recommendations are being implemented incrementally.

��#��'*��through the Presidential Hotline. One was successfully dealt with internally, one was dealt with internally without #��$��redirected to the relevant public entity, the Independent Communications Authority of South Africa (ICASA).

Complaints and/or feedback received through the GCIS information centre, letters to the DG, editors of publications through emails or telephone calls.

The GCIS received two com-plaints through the Presidential Hotline. Both were successfully dealt with internally.



Comprehensive, accurate websites and social-media content Provided daily content updates to the www.gov.za website as per items received (excluding weekends and public ��!��$�|�{�"��|�X�E]E�speeches, statements and advisories; 66 opinion pieces; 3 940 documents).

Up-to-date, accurate websites and social-media content

Provided daily content updates to the www.gov.za website as per items received (excluding weekends and public holiday) �� $�|� {�"��|� J� ??@�speeches, statements and advi-sories; 60 opinion pieces; 2 989 documents. Five reports on social media accounts performance (as per weekly content plans) were produced.



Provide accurate relevant information to empower citizens to improve their lives


Number of development communica-tion activations

(1 920 development communication activations aligned to the GCP)

1 200 development communi-cation activations

1 839 development communica-tion activations

Number of community and stake-holder liaison visits (2 170 community and stakeholder liaison visits undertaken)

1 800 community and stakeholder liaison visits

2 127 community and stake-holder liaison visits undertaken

Batho Pele� ��%�� '��*#

Current/actual arrangement Desired arrangement 2016/17 actual achievements

Create the following platforms for citizens to interact $��'��'��|– Izimbizo/Public-Participation Programme (PPP)– Thusong service centres– Outreach programmes.

Improve the following platforms for citizens to interact $��'��'��|– Izimbizo/PPP– Thusong service centres– Outreach programmes.

Political principals implemented 252 Izimbizo events. Implemented 1 839 development communication acti-vations and 555 marketing events for Thusong service centres.

Service delivery information tool

Current/actual information tools Desired information tools 2016/17 actual achievements

IRCs’ websites Web portals information centre IRCs’ websites The [email protected] was used to track the queries regarding government services. �� ?B@�8��$��$��~^�

hours.


Complaints mechanism

Current/actual complaints mechanism Desired complaints mechanism 2016/17 actual achievements

Should we not live up to the above commitments, complaints may be addressed telephonically or in $��|�� 8��|�@B?�~X]�@]^Z��|�

@X|]@��BJ|@@�� <'��|�[email protected]�� |��*��!��'�� Tshedimosetso House 1035 Frances Baard Street��#��+�{�� 0083

�� |�@B?�~X]�@]^Z�� <'��|�[email protected]�� |��*��!��'�� Tshedimosetso House 1035 Frances Baard Street��#�� 0083Government-wide complaints�� {��|�B@?@�� {��|�BXX]X

The GCIS received two complaints through the Presidential Hotline. Both were successfully dealt with internally.

Noted the following walk-in to access information and ��|�� B^�JB]�*��*��\��+�BX�^ZJ�$��

��*��+�?XZ��~]^��Parliament’s IRC.


2.3 Organisational environment

On 30 March 2017, the GCIS welcomed the newly appointed Minister Ayanda Dlodlo (MP) and Deputy Minister Tandi Mahambehlala (MP), as the Executive Authority for the Ministry of Communications, which includes the GCIS as one of its entities.

The GCIS comprises mostly employees between the ages of 20 to 39 years, $�� E~�XE[� �� "��'�� $� �� employees in the aforesaid age-group still aspire for career mobility, growth and development, intervention strategies in the form of retention, succession planning and career management have been developed to ensure that ��'*�� &� �� implementation of the departmental retention strategy, a total of 19 employees were promoted within the department during the period under review. One employee was promoted to the Senior Management Service (SMS).

��$�� *��"!�Z[+�$�� B[� �� '�?@BEHBJ��$��*��"!�?[��E[��$��'��*��+�$��$��*��"!�E[��?[� ��*��!�� *��'�� 8��!� �'*��'�� recruitment drive to achieve the underrepresented demographic targets. For �>�'*��+� �� '�� #�� *�� $�� Employment Equity (EE) Plan of the relevant unit(s) and much consideration is given to underrepresented areas. Furthermore, the department ensures that job ��;��8��'��*��targeted groups. The EE targets of the branch are sent to managers monthly, and are used during the recruitment and selection processes.

Despite the SMS vacancies and number of people in acting posts, the GCIS has demonstrated strong leadership and organisational harmony. This is partly due to the GCIS team having a long history of working together, with willingness ��$�5��*��''��*��&��+�� *��'�� '�� !� �� "��$� �� B@[�throughout the year.

Individual personal development plans (PDPs) were analysed and the Workplace Skills Plan (WSP) compiled and submitted to the Public Service Sector Education and Training Authority (PSETA). The department continued �� $�� "�� ?@BJHBX� #�� !�� ]Z� ��$� "��!�applications were approved and the total number of bursaries holders is 52 and seven employees completed their studies during the 2016 academic year. The department continued to implement the internship and Work Integrated

��!��*'��*��''��?@BJHBX�#��year, 22 interns and 20 WIL learners were appointed. The internship programme focused on addressing the skills challenges in the core business of the organisation while the WIL learners’ programmes focused more on the generic and support services of the department.

The 2015/16 unaudited AFS were submitted to National Treasury and the AGSA not later than the legislated date of 31 May 2016, for which the AGSA issued yet another a clean-audit report. The procurement and demand plan for the department were developed and submitted timeously to National Treasury. In addition, the sourcing strategy was developed for goods and services. The procurement of goods and services was rendered successfully, including facilitating media-buying transactions on behalf of government client departments and entities.

��*��\]^@�B�'��Z^�X[��"��\]^E�?�'��?@BJHBX��\]�ZZE�'��?@BJHBX�#��year from a variety of sources, including the sale of advertising space for the advertisement of Public Service vacant posts in the Vuk’uzenzele newspaper and the sale of products such as photos, videos and other communication '��*�� '� �� $��&��"!� �� 5�� +� ��GCIS largely met and exceeded targets stated in the APP 2016/17.

2.4 Key policy development and legislative changes

None

3. STRATEGIC OUTCOME-ORIENTED GOALS

The GCIS has three strategic outcome-oriented goals in support of the ��*��'��'��|�� *��+�� &��+��'*��"�� {��''��!��'�"!�"��"��5��$��

base and through communication products.�� }�� $�� ''�� !��'� ��

proactively informs and engages the public.

The GCIS, a transversal strategic communication organisation, provides strategic communication support to the implementation of government’s 14 outcomes. However, the department is responsible for delivering on Outcome 14 (Nation-building and social cohesion).


Outcome 14: Nation-building and Social Cohesion

Sub-outcome 4: Promoting active citizenry and leadership

Performance indicators 2016/17 Target 2016/17 Achievement

Number of community and stakeholder liaison visits undertaken

1 800 2 127

Reports on the number of Izimbizo Programme events held

4 Four quarterly reports (252 events)

Number of reports on post-��"��'��"��#��Hor statements issued after ordinary Cabinet meetings

18 14 post-Cabinet media "��#��$��19 statements issued

Number of radio products and services provided

200 299

Number of marketing events per Thusong Service Centre

486 555

Number of copies of Vuk’uzenzele newspaper published

21 editions 22 editions

_�'"��'��"��#��requests per year

100 128

The National Development Plan (NDP) emphasises the need to unite all South Africans around a common goal, ensure citizens are active in their own development, and build a capable and developmental state. This goal is expressed in Outcome 14 (a diverse, socially cohesive society with a common national identity) of government’s 2014-2019 MTSF. To support the realisation ��'�+��#��*��'��**��it. During the period under review, the organisation exceeded the targets for the outcome indicators. A total of 4 521 outreach communication campaigns were implemented to facilitate active citizen participation in government programmes. More than one million people were reached per month.

Radio provides a platform for a two-way interaction with audiences. A total of 299 radio products and services were provided, of which 60 were phone-in programmes for participations to engage in their local languages, seven live

link-ups, 21 radio adverts and 211 recordings of government projects. A total of 22 editions of Vuk’uzenzele newspaper were published, and 21.346 million ��*��$�*�*��X�^@@��*��$��distributed.

4. PERFORMANCE INFORMATION BY PROGRAMME

4.1 Programme 1: Administration

Purpose: Provide overall management and support for the department.

Subprogrammes��*��''�=��$��#��"*��''��|�� Strategic Management is responsible for the development and

implementation of strategic management processes, procedures and systems in compliance with relevant legislation. These include the coordination of strategic planning, performance monitoring and reporting, and risk management for the department.

�� HR is responsible for strategic leadership in the implementation of the department’s HR management strategy.

�� Information Management and Technology (IM&T) is responsible for the establishment and support of IM&T systems in the GCIS.

�� +��"�� *��*��'��$��#��and SCM, auxiliary services, and guides management in complying with legislative requirements, budget planning and administration.

�� '*��5�'��'��+��*��

Strategic objective:{��8��&��*��*��governance.

Key achievements and challenges

Subprogramme: Strategic Management

Key achievements The department complied with National Treasury frameworks by reviewing and ��"�� ?@BXHB^ ?@BZH?@� �{{� �� {��'�� ?@BJHBX� #��year. It also compiled and submitted the four quarterly performance reports and to the Executive Authority, Department of Planning, Monitoring and Evaluation (DPME) and National Treasury within the legislated time frames.


The portfolio of evidence was audited quarterly against the reported achievements and contributed to a clean audit on performance information maintained from 2014/15. Furthermore, the 2015/16 Annual Report was tabled in Parliament during September 2016.

��?@BJHBX�#��!��+��**��5�'��'��framework with implementation plans, and a risk register comprising the strategic, operational and fraud and corruption risks. It reviewed the registers, and monitored and reported quarterly to the Management Committee (Manco) ��\��5��''��\��~?��5��#��year, Manco approved the establishment of a Risk Management Committee by an External Chairperson. The committee was still being established by the end ��#��!��

ChallengesThe department has a challenge of evaluating the impact of government communication programmes due to lack of capacity within the chief directorate. �� #�� '*��'�� *��''��+� $�� $�� $�requirement for the Management Performance Assessment Tool (MPAT). This led the department receiving a low score on the evaluation and implementation programmes for the MPAT.

The department is gradually increasing its score on the development and implementation of service-delivery mechanisms which were previously also scored very low. A community survey was held with various stakeholders and across the nine provinces to test stakeholder satisfaction with government information, products and platforms. To ensure service-delivery improvement, Manco has set up a team to undertake ongoing and continuous improvement of this work.

Subprogramme: Human Resource Management Key achievementsThe HR Plan (HRP) Implementation Report was approved and submitted in line with the relevant legislative frameworks. The directorate received a positive ��"��5� �� '�� '�� "!� {�� $�� J^[��Targets for submission of performance agreements were exceeded during the ?@BEHBJ�#��!��

Rewards for 2015/16 annual assessments were implemented two months before the legislated time frame as per the Public Service Regulations (PSR), 2016.

��!��$��5�*��*��B@[��#��!��$��5�*��^[��<<��*��$��"'��to the Department of Labour a month before the legislated time frame. HR policies were reviewed in line with the PSR, 2016 and approved.

The WSP and HR Development (HRD) Implementation Plan were approved and implemented in line with the relevant legislative framework. Employees attended training on short courses aligned to their PDPs. For long-term career pathing, bursaries were also awarded to employees who applied. To enhance the managerial skills of both middle and senior managers, managers attended management development programmes. The department implemented youth development programmes which included internship and WIL from Technical and Vocational Education and Training (TVET) colleges funded by the PSETA through their discretionary grants.

��*��'��&��?~HXH]JE��'*��!��and their immediate family members. Health screenings – including tuberculosis (TB) and HIV Counselling and Testing (HCT) is conducted to encourage employees to know their status. The implementation of reasonable accommodation for Employees with Disabilities (EWD) and gender mainstreaming was done in line with the legislative framework.

EWD who cannot access public transport receive a monthly transport allowance. ��"��BE[��$��*��'��<��B@@[��'��'��workplace, women are granted half days for two weeks after their return from maternity leave. Challenges �$��"��!��+��"��"��$�B[��*��"��&��*'��since employees can only attend no more than two interventions. The ��*��'��!��E@[��'*��!��$�'��}��*��'��'��?[��<��resignation of EWD.

The EE targets were not met due to lack of applications from designated groups. The department has introduced targeted recruitment and has formed partnerships with external stakeholders to address the challenge. There is lack ��*��!�$��|��\}��'��'��


Subprogramme: Information Management and Technology

Key achievementThe subprogramme continued to ensure that the IT infrastructure and Information Management (IM) systems were maintained and available with an uptime �� "�� ZE[�� '�� $�� '*��'�� emerging cybersecurity risks and threats in the environment. Annual enterprise ��$��!��$��$��$��

IM systems were also maintained and supported with improvements made to the organisational performance reporting systems. An electronic Employee Performance Management and Development System (EPMDS) was developed and tested for implementation in the next employee performance cycle.

Challenges�� "*��''�� "!� �� #�� '�� $�� $�budget. Upgrades to the network and Internet lines needed to improve network speed and performance could not be done due to the lack of available funds. The subprogramme was unable to undertake any projects to refresh end-of-life infrastructure in the environment.

Subprogramme: Finance, Supply Chain Management and Auxiliary Services Key achievementsThe chief directorate achieved phenomenal outcomes during the 2016/17 #��!��*��]��*��'��''��+��'��#��]��to assist the DoC at a decreasing level, as per the MoU reached between the two departments at the inception of the DoC. The DoC is now at an advanced ��"��#��'��'��*��!+�$��$��#��'�/��!��

��*��&��$�5��+��'��$��with plans. All regulatory deadlines as regulated by National Treasury and the PFMA of 1999 and other prescripts were met alongside procuring prudently ��#��>*��$��"��'��'*��$��National Treasury requirements in the formulation and submission of the 2017 Medium Term Expenditure Framework (MTEF).

The 2015/16 unaudited AFS were submitted to National Treasury and the AGSA not later than the legislated date of 31 May 2016, for which the AGSA issued yet another a clean-audit report. The chief directorate supported Manco and

various governance committees. The procurement and demand plan for the department were developed and submitted timeously to National Treasury. The *��'��*��$��'��!��#��!��addition, the sourcing strategy was developed for goods and services. The unit successfully rendered procurement of goods and services, including facilitating media-buying transactions on behalf of government client departments and ��}�� "�!��?@BJHBX�#��!��$��$��R227 million.

�� !��'� �� *�� 5�� #��+� ��the sustained clean-audit report as reported above. This includes continuous updating and formulation of policies, embarking on awareness programmes and ensuring that there is consequence management where wrongdoing or ��!+�*�!'��&��$�� ]@��!��*��$��'��&��$�5��*��"��+��!��

ChallengesAlthough the chief directorate achieved all its targets for the year under review, *�� $�� $�� >*�� #�� !�� &� ��+�work pressure and high workload continue to impact on service delivery, turnaround times, and also increase the risk of making errors. The limited budget continues to restrict the GCIS’s ability to render its communication-related services optimally to South Africans.

Subprogramme: Internal Audit

Key achievementsInternal Audit has the primary responsibility of ensuring that the system of governance, risk management and control is designed to ensure that the GCIS’s strategic goals and objectives will be achieved.

During the period under review, the unit reviewed its plans and charters for consideration and approval by the Management and Audit Committee aligned to the GCIS enterprise-wide risk assessment register. The unit ensured that the governance structures introduced to monitor the work of internal and external auditors (AGSA), and the management reports are reviewed regularly, and areas �8��#��'��!�

The unit places a premium on the audits that contribute to positive external audit outcomes, and ensures the improvement of the GCIS’s organisational performance and accountability. Key among these audits are Operational (review of implementation of the APP) Supply Chain and Expenditure Management,


Information and Communications Technology (ICT), HR, as well as Quarterly and Annual Financial and Non-Financial Reporting. Refer to Section C: Governance of this Annual Report for detailed achievements.

Despite resource constraints, the unit continues to surpass its expectations by contributing to the clean external-audit outcomes, ensuring reliance on internal-audit work on ICTs by the AGSA, and contributing to the overall planning, implementation (including compliance) and reporting on the GCIS’s predetermined objectives. During the year under review, the unit continued to assist the DoC with Internal Audit services, including assisting the DoC to ��'�� ?@BEHBJ�#��!��'*��(level 4) on MPAT on Internal Audit and Audit Committee key performance areas.

In pursuit of the GCIS mandate, the Internal Audit team has ensured that the department continues to empower the people with government information to be able to take advantage of available opportunities to better their lives.

ChallengesThe Annual Operational Plan of the unit was successfully implemented, except for audits scheduled in March. Follow-up audits, which are linked to the unit’s work, will form the basis of the review of the AFS and Annual Report (Performance Information) prior to submission of the statements and reports to the AGSA on the legislated date of 31 May each year. The outcomes of ��}�� '��"��#��!�� *�� ensure that management reports are stated fairly, informed by among others, the progress made in implementing audit recommendations.

The continued provision of internal-audit services to the under-resourced DoC places undue strain on GCIS resources and has the potential over time to impact on the quality of the services.


Strategic objectives

Programme: Administration

Strategic objectives Actual Achievement 2015/16

Planned Target2016/17

Actual Achievement2016/17

Deviation from planned target to Actual Achievement for 2016/17

Comment on deviations

Provide adequate ��&��*��Services functions in pursuit of good governance

��8��#��*��obtained

��8��#��*�� Clean audit opinion obtained

None None

Performance indicators


Performance Indicator

Actual Achievement 2013/14

Actual Achieve-ment 2014/15




Deviation from planned target to Actual Achieve-ment 2016/17


Strategic management processes and procedures implemented

Tabled reviewed 2014-2017 APP in Parliament on 12 March 2014

The 2015-2020 Strategic Plan and 2015/18 APP were tabled in Parliament on 11 March 2015

The 2016-2019 APP was tabled in Parliament on 11 March 2016

2017-2020 APP and tabled in Parliament according to prescribed legislation

2017-2020 APP was tabled in Parliament on 14 March 2017

None None

Submitted approved 2012/13 fourth quar-��?@B]HB~�#��+�second and third-quarter performancereports to NationalTreasury and Execu-tive Authority

Submitted four approved quarterly performance reports to relevant authori-ties according to prescribed legisla-tion

Four approved quarterly performance reports were submitted to National Treasury, DPME and Executive Authority. However, one report was submit-ted outside the legislated time frame

Four approved quarterly perfor-mance reports submitted to National Treasury, DPME and Executive Authority according to prescribed legislation

Four approved quarterly perfor-mance reports submitted to National Treasury, DPME and Executive Authority according to prescribed legislation

None None











Tabled the 2012/13 Annual Report in Parliament on 28 September 2013

The 2013/14 Annual Report was tabled on 30 September 2014

The 2014/15 Annual Report was tabled on 30 September 2015

Departmental Annual Report tabled in Parliament within National Treasury guidelines and legislative time frames

The 2015/16 Annual Report was tabled in Parliament on 7 September 2016

None None

Progress reports on the implementation of risk-mitigation plans produced and approved by Manco and the ARCs

Four progress reports on the implementation of the risk mitigation plans were produced and approved by Manco


Four progress reports on the implementation of risk-mitigation plans produced


None None

MTEF HRP implemented

Approved and imple-mented HRP 2013-2017

Implementation reports on the strategic elements of the 2013-2017 HR Strategy were not submitted to the DPSA

The strategic elements of the 2013-2017 HR Strategy were imple-mented

Annual adjusted HRP and HRP implementation report submitted to the DPSA

The department sent a letter to the DPSA for not ad-justing the HRP and HRP implementa-tion report submit-ted to the DPSA on 31 May 2016

None None

IM&T govern-ance imple-mented

Renewed anti-virus and web-security licences updated and presented two IT asset reports to IM&T Steering Committee (SC). Produced four IT support reports

Renewed the ��$��|��"��!�

licences��}��

renewed��$��

reports presented to IM&T SC. Produced four IT support reports

Four reports on the availability of IT infra-structure were present-ed to the IM&T SC

Four reports on the availability of IT infrastructure presented to the IM&T SC

Four reports on the availability of IT infrastructure presented to the IM&T SC

None None











Compiled four reports on IM systems devel-opment and support. Presented two IM systems pro-ject progress reports and two feasibility study reports for new systems to IM&T SC. Enhanced seven IM systems and helped GCIS Information Centre with procure-ment process for a new library system

Compiled four reports on systems development and support provided

Four reports on IM systems development were presented to the IM&T SC

Four reports on IM systems development presented to the IM&T SC

Four reports on IM systems development presented to the IM&T SC

None None

AFS prepared and issued within legislat-ed prescripts

Submitted four ��'�#��statements and accurate AFS to National Treasury within the legislated time frames

Submitted four ��'�#��statements to National Treasury within the legislated time frames

The 2014/15 AFS were prepared and issued within legislated time frames

Three 2015/16 interim #��'��were compiled and submitted to National Treasury within the legislated time frames

AFS prepared and issued within legislated time frames

The 2015/16 AFS were prepared and issued within legislated time frames. Three 2016/17 interim #��'��were compiled and submitted to National Treasury within the legislated time frames

None None











Performance, compliance, #��conducted

Updated risk-based internal audit plan and 2013/14 Opera-tional Plan approved by Audit Committee on 22 May 2013

Three-year strategic and operational plans were approved by Internal (IA&RC) and the external (ARC) in March and April 2014 respectively

Updated three-year risk-based internal audit plan, and 2015/16 Operational Plan were approved by the ARC and implementedDeveloped the 2016/17 Operational Plan which was approved by the ARC

Updated risk-based internal audit plan and 2016/17 Operational Plan approved

Updated three year risk-based internal audit plan, and 2016/17 Operational Plan were approved by the ARC and implemented.Developed the 2017/18 Operational Plan which was approved by the ARC

None None

Produced four progress reports on assurance audits



Four progress reports on performance, compliance, #��conducted

Four progress reports on performance, compliance, #��conducted were produced

None None

Strategy to overcome areas of underperformance

Manco discussed and approved quarterly performance reports before they were submitted to National Treasury, DPME and the Executive Authority as a legislative requirement. Non-achieved and delayed targets from the previous quarters were updated by implementing corrective action plans and reports were regularly provided to Manco on these.


Changes to planned targets

There were no changes on the planned targets for the year under review.

Linking performance with budgets

Subprogramme expenditure

Subprogramme Name

2016/17 2015/16

Final Appropriation

Actual Expenditure

(Over)/Under Expenditure

Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000

1.1. Departmental Management 5,928 5,643 285 6 479 6 479 -

1.2. Corporate Services 47,938 47,177 761 50 828 50 829 (1)

1.3. Financial Administration 33,052 32,325 727 29 755 29 754 1

1.4. Internal Audit 8,133 7,871 262 7 720 7 719 1

;*<* �"�� 54,343 54,343 - 50 139 50 139 -

TOTAL 149,394 147,359 2,035 144 921 144 920 1

��*�� '��!�$��'*��<'*��!�� $��*��#��!��>��!��**�*��+��$��"�� !��*�*��*��*��?@BJHBX�#��!��+��*��*��#��$��#��*��"��*��"��#��

4.2 Programme 2: Content Processing and Dissemination

Purpose: Provide strategic leadership in government communication to ensure coherence, coordination, consistency, quality, impact and responsiveness of government communication.

��*��''�=��$��"*��''��|�� Products and Platforms develops content for the GCIS. Funding for the subprogramme is used for writing assignments; language services for products that require

translation, editing and proofreading content; managing the development of government and departmental/provincial websites; and the production of government publications. The subprogramme is also responsible for the development of the government communication strategy.

�� Policy and Research conducts research through independent service-providers to assess how government should address the public’s information needs. It also '��'��&��'��!��*��!��$��'��*��'��*��*��''��%�formulates policy proposals where it is required and assesses public perceptions in relation to government performance.

�� Communication Service Agency (CSA) provides media bulk-buying services and media production services to government. It also develops distribution strategies for all government communications and oversees distribution services outsourced to service providers. The chief directorate manages national government’s corporate identity. It further provides marketing and distribution services for the GCIS and other government departments.


Strategic objectives:

�� {��'��''��*��*��$�the share of the voice of government messages in the public arena.

�� {�� *� �� **�� '�� ''��through public opinion research and analysis of media coverage to understand the communication environment and inform government messages.

�� {��&��''��


Subprogramme: Products and Platforms Key achievementsGCIS products and platforms continue to empower the general public with much-needed information on government’s programmes and policies. The GCIS updates the South African Government website (www.gov.za) daily with ��'��+��'��'��'��`��?@BJHBX�#��!��+�the website was used by 7,7 million users (5,2 million in the previous year) who viewed 21 million webpages (15 million in the previous year).

The South African Government social media accounts have also seen a ��#��$��$��!��?@BJ+��̀ ��"��5�*��?]?�@@@�followers and the Twitter account 710 000. The GCIS also supported numerous departments to improve their use of digital communications technologies and amplify their campaigns.

Vuk’uzenzele, the government-owned newspaper, is distributed free of charge, with particular attention given to making it available in areas with less access ��'��'�'��*��!�*�"��BB��in Braille. Its information is focused on government’s key priorities, including employment issues, youth matters, service delivery and rural development. The newspaper has since September 2015 been featuring a message from President Jacob Zuma in every edition, and also paid government recruitment vacancies ��'��'*��`��#��!��+��?B�]~J�'��*��$�*�*��X�̂ @@��copies were distributed. Additional 2,646 million copies were published instead of 18,7 million, as per the APP.

All 22 editions were also published on the GCIS website and on the Vuk’uzenzele mobile app. The Vuk’uzenzele newspaper and PSM magazine Facebook and Twitter accounts are also growing steadily. These social-media accounts allow

users to interact and share content more easily. On average per week the website has over 26 000 page impressions. The Vuk’uzenzele mobile app allows users to access the newspaper on smartphones, tablets and other mobile devices.

The Vuk-app is available on Google Play Store and Apple Store for download. During the period under review, the Vuk’uzenzele website page received 1 085 182 views and 3 225 likes of its stories on Facebook.

In addition, Vuk’uzenzele� �� ?@BJHBX� #�� !�� of advertising space raised R3 446 135.16, of which R3 375 175.00 was paid into the NRF. In turn, National Treasury allocated R3.1 million to the GCIS to covered the printing and distribution costs of additional 2.646 million copies. This amount made it possible for the GCIS to increase the print run of the last three editions for the year, namely February second edition and two March editions. Instead of the normal 850 000 copies per edition, each of these three editions had a print run of 1.732 million copies.

Eleven editions (totalling 209 000 copies) of PSM magazine were produced during the period under review. The magazine aims to meet the communication and information needs of public-sector managers. PSM magazine is self-sustaining as it generates sales and advertising revenue for its production. It is also available in a digital format. In addition, four editions (totalling 76 000 copies) of GovComms, a quarterly newsletter for government and public sector communicators and a supplement to the PSM magazine, were produced. Furthermore, four electronic Government Dialogue newsletters for public servants were published.

The chief directorate completed 1 672 requests for language services during the ?@BJHBX�#��!��+��"!�BX?��8��*��capacity challenges, both the SAYB and Pocket Guide to South Africa 2015/16 were published as planned. To prevent potential delays in the production of the 4 000 DVDs containing the content of the Pocket Guide to South Africa 2015/16 and 2016/17 editions respectively, a two-year production contract was signed with an audio-visual company.

The South African Government News Agency, SAnews.gov.za, published over 300 stories every month – with this going beyond as more critical programmes unfolded on the government programme. Many of these stories were published in the mainstream media and online web portals. At the end of March 2017 – the SAnews Twitter account (@SAgovnews) following was close to 100 000 followers – sitting at around 99 300.


The SAnews Twitter account has become the Flagship Twitter account in the organisation. Social media plans for GCIS-supported projects nearly always rely on live tweets from SAnews; while other accounts retweet SAnews.

ChallengesThe lack of capacity and severe budget restrictions in the chief directorate had an impact on the ability to cover all government programmes.

Subprogramme: Policy and Research

Key achievementsThe subprogramme produced a number of media content analysis reports on major issues in the environment, including the Local Government Elections, attacks on foreign nationals, energy issues, economy and the drought. Monitoring and evaluation of communications in the departments of Tourism and Small Business Development was also completed. There was an increased demand for the production of key messages spanning various topics and themes. Opinion pieces were also drafted on behalf of political principals for placement in the media. Furthermore, the subprogramme expanded its writing to cover not only opinion pieces, but also draft keynote addresses and other media content. In addition, it produced four Insight newsletters during the year under review.

Research support was consistently provided to guide communication planning by clusters and for key government communication campaigns such as the State of the Nation Address (SoNA), Women’s Month, Youth Month, etc. Ten cluster reports and two Pulse of the Nation reports were produced during the ?@BJHBX�#��!��`��'��+��$��'��!��reports on communication environment and key areas of performance by government and departments was observed. A total of 97 advisory research �*��$��*��?@BJHBX�#��!��+�$��of 14 from the 83 produced during 2015/16.

Communication research support was provided by producing a research report ��{�'��=��'�*��''��addition, the Government Segmentation Model (GSM) has been introduced to government communicators and various research bodies. The demand for use of the GSM is growing and the GCIS is aligning its communication products with the GSM in order to generate relevant content for target audiences in the South African population.

The chief directorate has met with various stakeholders to discuss a wide range of topics, including what media transformation and diversity mean, how diversity can be measured, issues relating to media regulation, ownership as well as issues relating to community media. These discussions culminated in a Colloquium on Print Media Transformation where industry players debated and made recommendations on these issues.

ChallengesThe chief directorate did not experience any challenges that impacted negatively on service delivery.

Subprogramme: Communication Service Agency Key achievements The CSA produced 60 radio talk shows that were transmitted on 65 community radio stations. It also produced 460 news bulletins that were transmitted to community radio stations. It provided photographic coverage of all major government activities, including those of The Presidency. These photographs were published in many newspapers. It has continued to monitor the correct use of the Corporate Identity of national government and has given feedback to government departments. The CSA has continued to run a graphic design service for departments and has produced over 472 graphic designs. During ��?@BJHBX�#��!��+��"*��''��"��?B�346 000 million copies of Vuk’uzenzele newspaper.

The GCIS has continued to conduct media placement on behalf of government departments and their agencies. Particular attention has been given to placing advertising on community media, including print radio and television. A total of 333 media-buying campaigns were approved and implemented for various *��''�� ?@BJHBX�#�� !�� advertising was R227 million.

ChallengesThere has been the challenge of lack of funding, aging equipment and an overstretched workforce due to the large number of projects.


Strategic objective

Programme: Content Processing and Dissemination

Subprogramme: Products and Platforms




Deviation from planned target to Actual

Achievement for 2016/17


Produce government communication products and provide services to grow the share of voice of government messages in the public arena

32 communication products/editions published

37 editions of communi-cation products published

38 editions of communi-cation products published

Target overachieved by one edition

Funds were raised through the sale of advertising space on the Vuk’uzenzele newspaper, which allowed the depart-ment to publish an addi-tional edition and increase the print run








Actual Achieve-ment2016/17



Number of editions of Vuk’uzenzele newspaper published annually

Produced 21 million copies of the newspaper

11 editions of the newspaper published annually

Published 16 editions of Vuk’uzenzele newspaper

21 editions of Vuk’uzenzele newspaper pub-lished annually

22 editions of Vuk’uzenzele newspaper published annually

Target over-achieved by one edition

Funds were raised through the sale of adver-tising space on the Vuk’uzenzele newspaper, which allowed the department to publish an additional edition and increase the print run

Number of editions of GovComms published annually

Produced 56 000 GovComms copies

Published four editions of GovComms

Published four editions of GovComms

Four editions of GovComms pub-lished

Four editions of GovComms published

None None











Number of editions of PSM magazine published annually

Produced 175 000 of PSM magazine

Published 11 editions of PSM magazine

Published 11 editions of PSM magazine

11 editions of PSM magazine pub-lished

11 editions of PSM magazine pub-lished

None None

An annual edi-tion of SAYB and Pocket Guide to South Africa pub-lished, and 4 000 DVDs pro-duced

Produced 45 000 copies and 4 000 DVDs of SAYB and 20 000 copies of Pocket Guide to South Africa

One edition of the SAYB and Pocket Guide to South Af-rica published and 4 000 DVD copies produced

Published one annual edition of 2014/15 SAYB and Pocket Guide to South Africa and 4 200 DVD copies

One annual edi-tion of SAYB and Pocket Guide to South Africa pub-lished, and 4 000 DVDs pro-duced

2015/16 SAYB and Pocket Guide to South Africa pub-lished, and 4 000 DVDs produced

None None

Number of lan-guage services re-quests completed

Attended to 1 151 language services requests received from GCIS and other government departments

Received and completed B�X@E��B@@[��language services requests from the GCIS and other government de-partments

Received and completed 1 958 language services approved requests from the GCIS and other government departments. This ��B@@[

1 500 language services requests completed

1 672 language services requests completed

Target overa-chieved by 172. More requests for language services were received

None











News updates on key government programmes and activities (excluding public holidays, weekends and holiday periods)

Provided daily news updates on key government programmes and activities through various platforms

Provided daily news updates on key government programmes and activities. Published 4 046 stories

Provided daily news updates on key government programmes and activities (exclud-ing public holidays, weekends and holiday periods) as ��$�|�� *�"��|�~�@??�� $��|�XB�^B^�

followers.�� `��"��5�� 4 459 likes.�� {��'*��-

��|�]�~ZE�~@E�� "��|� 4 066 958.

Daily news updates on key government programmes and activities (exclud-ing public holidays, weekends and holiday periods)

Provided daily news updates on key government programmes and activities (exclud-ing public holidays, weekends and holiday periods) as ��$�|�� *�"��|�]�JB]�� $��|��ZZ�]@@�

followers by end ��#��year.

�� `��"��5|� 20 011 likes by

��#��year.

None None

Updated content on the www.gov.za website

New look www.gov.za was imple-mented in September. Review of the GCIS website content was completed

Service provider continued with developments for new CMS for www.gov.za and www.services.gov.za

No baseline Provided daily content updates to the www.gov.za website as per items received (excluding week-ends and public ��!��$�|�{�"��|�X�E]E�speeches, state-ments and advi-sories; 66 opinion pieces; 3 940 documents

Daily content up-dates to the www.gov.za website as per items received (excluding week-ends and public holiday)

Provided daily content updates to the www.gov.za website as per items received (excluding week-ends and public ��!��$�|�{�"��|�6 220 speeches, statements and advisories; 60 opinion pieces; 2 989 documents

None None











Updated content on the www.gov.za website Number of reports on social media accounts performance as per weekly content plans

The following social media plat-forms were used to complement distribution gov-ernment of infor-'��|�`��"��5�367 posts with 963 339 views/impressions. Created descriptions for 251 videos on Government YouTube page

No baseline

Implemented daily posts on GCIS social media accounts. Content was published daily on social networks, including Facebook, Twitter and Flickr

Provided daily content updates to GCIS man-aged social media channels as per the weekly con-tent plan and ad hoc items as per government’s Pro-gramme of Action (PoA) (Excluding weekends and public holidays) as ��$�|�{��5 458 tweets and 2 171 Facebook messages

12 reports per year on social media accounts performance (as per weekly content plans)

Five reports on social media accounts perfor-mance (as per weekly content plans) were produced

Target undera-chieved by seven reports

Oversight by management due to leadership changes

Strategic objective









Provide strategic leader-ship and support in gov-ernment communication through public opinion research and analysis of media coverage to under-stand the communication environment and inform government messages

12 research, surveys and analysis reports to under-stand the communication environment

16 research, surveys and analysis reports to under-stand the communication environment

Produced 16 research, surveys and analysis reports to understand the communication environ-ment

None None












Number of cluster reports on priori-ties produced

Produced two reports per cluster biannually

Produced two reports per cluster biannually and two integrated overview cluster reports biannually

Produced two reports per cluster

10 cluster reports produced per year

Produced 10 cluster reports per year

None None

Number of Pulse of the Nation reports produced

Produced two Pulse of the Nation research reports

Produced two Pulse of the Nation research reports

Produced two Pulse of the Nation reports

Two Pulse of the Nation reports produced

Produced two Pulse of the Nation reports

None None

Number of reports on government communication monitoring and evaluation produced

Produced four reports on commu-nication monitoring and evaluation

Produced three reports on commu-nication monitoring and evaluation

Produced two reports on govern-ment communica-tion monitoring and evaluation

Two reports on government com-munication moni-toring and evalua-tion produced

Produced two reports on govern-ment communica-tion monitoring and evaluation

None None

Number of media content analysis reports produced

No historical information


Produced two media content analysis reports

Two media content analysis reports produced

Produced two media content analysis reports

None None

Number of Insight newsletters published

Drafted eight newsletters for political principals and government communicators

Eight Insight newsletters published

Four Insight news-letters published

Four Insight news-letters published

Published four Insight newsletters

None None

Percentage of key messages produced (excluding weekends, public holidays and holiday periods)

Drafted 158 sets of key messages drafted for gov-ernment spokes-persons and the government departments to inform government communications

Received 154 requests for developing key messages and developed all �B@@[�

B@@[��5�!�messages produced

Received and produced 169 key '��B@@[��

{��B@@[�of key messages requested (excluding weekends, public holidays and holiday periods)

Produced 142 �B@@[��5�!�messages as per requests. (exclud-ing weekends, public holidays and holiday periods)

None None











Percentage of opinion pieces produced (excluding weekends, public holidays and holiday periods)


Two opinion pieces produced for placement in the media per week (excluding week-ends, public holi-days and holiday periods) except for the following $��5�|�� BJ ?@� February 2015�� ?] ?X� February 2015�� BJ ?@�}��

2015

B@@[��*��pieces produced annually (exclud-ing public holidays, weekends and holiday periods)

Produced 126 opinion pieces (excluding public holidays, week-ends and holiday periods) as �8��B@@[

{��B@@[�of opinion pieces requested (excluding weekends, public holidays and holiday periods)

Produced 129 �B@@[��*��pieces requested (excluding week-ends, public holi-days and holiday periods)

None None

Strategic objective


Subprogramme: Communication Service Agency







{��&��''��services

B@@[��**��services and products implemented

2 000 communication services provided

2 758 communication services provided

Target overachieved by 758

More requests for com-munication services were received than planned












Number of approved media buying campaigns implemented

Implemented 214 media-buying campaigns

272 approved media-buying campaigns were implemented. This ��B@@[

280 media-buying campaigns were approved. Of these; 141 were completed and 139 were implemented This translates to E@[

250 media-buying campaigns imple-mented

333 approved media-buying campaigns were implemented


More media buying campaigns were briefed in by departments

Number of photo-graphic products and services provided

Handled 819 requests for photographs

2 189 requests for photographic products and services were received and responded to �B@@[�

1 049 requests for photographic products and services were approved and implemented �B@@[��564 were for photographic coverage and 485 were for photo-graphs

500 photographic products and services provided

582 photographic products and services provided. Of these 334 for The Presidency, 59 for the GCIS, 94 for other govern-ment departments and 95 for related parties


More requests for photographic coverage were received than planned

Number of video products and services provided

Handled 378 requests for video footage

1 080 requests for video products and services were received and responded to �B@@[�

1 337 requests for video products andservices were approved and implemented �B@@[��572 were for video coverage, 183 for production of videos and 582 for the supply of video footage

520 video products and services provided

664 video products and services provided. Of these 333 for The Presidency, 70 for the GCIS, 177 for other govern-ment departments and 84 for related parties


More requests for video coverage were received than planned











Number of radio products and services provided

Produced/ trans-mitted 70 radio programmes and live link-ups

Produced 51 radio adverts

652 requests for radio products and services were received and responded to �B@@[�

220 requests for radio products and services were approved and implemented �B@@[��113 were for audio recordings, 66 were for phone-in programmes and live linkups and 41 were for radio productions(Adverts)

200 radio products and services provided

299 radio products and services provided. Seven were live link-ups of govern-ment events, 60 were phone in programmes, 21 was for the production of adverts and 211 were recordings of government events

Target overachieved by 99 radio products and services

More requests for radio products and services were received than planned

Number of graphic designs completed

Designed 315 electronic and print products

584 requests for graphic design were received and responded to �B@@[�

294 requests for graphic designs were approved and implemented �B@@[�

500 graphic designs completed

472 graphic designs completed. 10 was for The Presidency, 182 for the GCIS, 175 for other government departments and 105 were for related parties

Target underachieved by 28

Fewer campaigns were briefed by clients











Number of Corporate Identity services provided

��#��sessions

Conducted 12 Corporate Identity workshops

441 approved requests for assis-tance with Corpo-rate Identity were approved and implemented �B@@[��25 were for information on protocol around ��*��-graphs, 21 were for training and workshops, 209 were for advice on Corporate Identity and 186 were for Corporate Identity quality control

340 Corporate Identity services provided

408 Corporate Identity services provided. Eight for assistance with the protocol on the display of ��*��-graphs, 140 for advice on Corporate Identity, training and workshops, and 252 for Corporate Identity quality control


More requests for Corporate Identity approvals were received than planned

Percentage of approved marketing services requests implemented

Conducted 25 corporate marketing activities

No baseline Received and implemented 71 approved marketing services �8��B@@[�

B@@[��**��marketing services requests implemented

Received and implemented 101 approved requests for marketing ��B@@[�

None None











Number of GCIS print products distributed

Distributed 21,9 million information products

��"��#��print and electronic information products

Distributed 19 GCIS print *��|�� BJ�>�

Vuk’uzenzele newspaper

editions.�� B�>��_��*��-

ers project.�� B�>��*'��

Indicator Book Project (DPME).

�� B�>�Pocket Guide to South Africa

22 print products produced by the GCIS distrib-uted (21 editions of Vuk’uzenzele and one edition of the Pocket Guide to South Africa

Distributed 24 GCIS print *��|�� ??�Vuk’uzenzele��

the Pocket Guide to South Africa

�� Report

Target overachieved by two

Annual Report and the January Vuk’uzenzele edition were not planned for and were briefed in as ad hoc requests







Subprogramme expenditure

Subprogramme Name

2016/17 2015/16

FinalAppropriation

ActualExpenditure


FinalAppropriation

ActualExpenditure


2.1 Programme Management for Content Processing and Dissemination

2,778 2,778 - 2 984 2 984 -

2.2 Policy and Research

31,548 31,548 - 29 582 29 566 16

2.3 Products and Platforms

44,413 44,413 - 42 612 42 395 217

2.4 Communication Service Agency

56,291 56,091 200 51 910 51 909 1

TOTAL 135,030 134,830 200 127,088 126,854 234


4.3 Programme 3: Intergovernmental Coordination and Stakeholder Management

Purpose: Implementation of development communication, through mediated and unmediated communication and sound stakeholder relations and partnerships.

Subprogrammes ��*��''�=��$��"*��''��| = �� provides strategic cluster communication advice,

coordination and support to departments. It provides leadership on key cluster communication issues, as well as professional project management services for government communication campaigns.

= > �� ?�� ?�� ensures that the National Communication Strategy Framework (NCSF) is presented to the provinces for alignment. Funding will be used to procure various media channels, HR capacity, platforms and materials to promote government messages to the public at local levels. The subprogramme is also responsible for promoting the Thusong Service Centres to the public, as well as ensuring that government ��*��'��&��*��*��'��subprogramme also coordinates the Izimbizo Programme of government.

= @�� [�� leads and drives interaction and communication between government and the media. Funding in this subprogramme will be ��&��"��$��}��'��%�'��ongoing media liaison services to government by providing government information; establishing, strengthening and maintaining working relationships with foreign media and independent media; and establishing relations with South African missions with the view of disseminating government information and key targeted messages.

Strategic objectives: = Improve interdepartmental coordination by joint planning and sharing of

messages across the three spheres of government to ensure coherence and alignment of government messages.

= An informed and empowered citizenry on government’s policies, plans, programmes and achievements to increase public participation in government.

= Implement a proactive and reactive media engagement system by building, maintaining and improving relations with the media and drive the government communication agenda.


Subprogramme: Clusters Key achievementsBetween April 2016 and March 2017, the GCIS provided strategic leadership and communication support in the planning and implementation of major government campaigns in each cluster. Annual communication programmes for clusters were developed and implemented in collaboration with the respective departments. Joint planning, sharing of resources and integration of �&��*��*�'��'�� &��''��GCIS provided support to clusters and departments such as conceptualising campaigns, developing communication strategies/plans, content development, information dissemination, stakeholder engagement, internal communication, and coordinating government communications.

��BB��'��"��#��'��'��+�*�"��and stakeholders of progress made in implementing government’s PoA (MTSF 2014-2019). The GCIS video unit facilitated, recorded, edited and widely �� *�� '�� "��#�� '�� ''��'��"��#��;��*��'��'*��'��*��'��'��_��"��#��+��*��'��'��"��#��'*��5�!��

A range of communication opportunities were sourced and implemented to further amplify the achievements and good-news stories following the cluster '�� "��#��+� �� >�� *��'�� '�� "��$��

The GCIS also coordinated and achieved 10 request-based communication training sessions for government departments and municipal communicators. The GCIS Provincial and Local Liaison team conducted Councillor Induction sessions in some municipalities to equip them with communication techniques and skills to communicate government messages. A total of 54 sessions were held reaching around 1 500 attendees, which included community development workers (CDWs), municipal communicators, ward committees and councillors. Together with Media24, the GCIS facilitated the Apex Leadership and Management and Digital Publishing training programmes. These year-long programmes were aimed to enhance the GCIS communicators’ knowledge and skills in communication and leadership.


The attendees of the Apex Leadership and Management programmes graduated in December 2016 and the Digital Publishing participants were by }��?@BX�� $�� #�� '� ��<��+�$�� #��their assessments. Higher Education institutions communication students and lecturers were also engaged where government communication information was shared with them to realise the linkage between acquired theory and the practical government work environment. This process led to them realising some communication gap between knowledge imparted and what is happening in the real work environment. In professionalising government communications, the GCIS was, in collaboration with UNISA, developing the Memorandum of Agreement for producing the Level 7 Communicators’ course. This course ��'��"��'��''��*��5��#��government communications.

Challenges�� **�� "!� �� '�

departments such as paragraphs, Q&As, fact sheets and key messages remain a challenge with some departments. This leads to the late dissemination of products and information to stakeholders and communities.

�� '�� *��'�� "'�� '��!� *�� *�� implementation of their communication strategies.

�� *� �� >�� $�� '*��'�� *�� ''�� *�� programmes, especially international engagements, to ensure government sustains the message.

�� *��'��'*��"!��'��''��to attend communication forums and cluster meetings, attendance has been very poor.

�� ''��'��'��"��#��$��*��period or consider other communication platforms for providing updates to the public, to ensure impact. This matter has been raised through meetings, communiques and the DGs’ Cluster.

Provincial and Local Liaison

Key achievements��*�� "��+� �� '�� #��strides in implementing development communication in the past year, with #'�*��!��*��been made in maintaining and strengthening a well-functioning communication system that is a backbone in driving this information programme, including the fostering of sound stakeholder relationships and partnerships.

Through direct and unmediated communication engagements in the 2016/17 #��!��+��E]�'��*��*��$��$��'��'��

(some being repeat audiences). The GCIS implemented 1 839 communication activations, each of which was optimised by using supplementary and multiple communication platforms, including social media. Prominent GCIS outreach platforms include activations at taxi ranks and malls, and recently blitzes on commuter trains in partnership with PRASA; talk shows at local community radio and television stations; open days, especially at Thusong Service Centres; dialogues; door-to-door/household visits, and project walkabouts and inspections.

A major positive this past year has been the continued central and strategic role played by the GCIS in guiding the system-wide Imbizo programme of government. There has been a noteworthy improvement in reaching provinces under-visited in previous reports, including the Northern Cape. There has been �� '�5�� #�� '*��'�� '"�� $�� $��aftercare or follow-up events. In this regard there is a clear indication that Izimbizo and the overall public participation programme is upholding the Batho Pele principle of redress and gives credence to a responsive government. �� +� *��!� �� *�� +� �� "��able to assist national, provincial and local government political principals in �'*��'�� ?E?� �� !�� #�� '�� "��witness to government’s accountability and direct communication with citizens. This ensures that we continue to build a caring society where issues raised through such direct engagements are addressed and responded to, and government is immediate, accessible and transparent.

The GCIS has sustained and enhanced critical direct communication platforms, *��!� �� *�� $��5�!� �� My District Today��>*��*'��''��"!�*�#��government interventions and their socio-economic impact on ordinary citizens ��"��#��'��*��''��

My District Today now reaches over 13 000 users from local and district municipalities; Thusong Service Centres; communicators; CDWs; provincial and district forums; civil society; business formations; government departments; ��{��'��!��+��"��website. Nine of the 49 editions were customised editions in support of the National Imbizo Focus Week, 2016 Local Government Elections, the Annual Thusong Week, SoNA and NDP-focused Back-to-School Campaign in February ?@BX�� #��!� �� *�� "��+� ��district presence of the GCIS had ensured that around 2 127 community and stakeholder liaison engagements/content work sessions took place last year, where information and content were shared with stakeholders.


The showcasing event of the Annual Thusong Service Centre Week was implemented in from 18-22 September 2016 during the Public Service Month. Recognition was given to public servants who adhered to the Batho Pele principles. The week coincided with the commemoration of Heritage Month �� '�|� ��'�� |� �� Annual Week was also celebrated in line with 20th Anniversary of the South African Constitution. The campaign also served to highlight progress made in the transformation of the country since the signing of the Constitution and to '�"��&��5��*��*��*�'��rights.

The week comprised a series of multimedia events, including a Community Radio talk show, a showcasing Constitutional celebration event, outreach events and service-delivery blitzes. Key highlights for the week included the �� *�� 5� �� ?@�� !� �� Constitution through the Let’s Talk Justice Talk Show by the Deputy Minister of ��+�}��&�!+�}{��

This was followed by the showcasing event by the then Deputy Minister of Communications Ms Ndabeni-Abrahams at the Mossel Bay Thusong Centre in the Western Cape and the closing event at the Breyten Thusong Service Centre in Mpumalanga, where the best integrated mobile outreach typology of the Thusong Programme was showcased. Through creative partnerships, a total of 112 activities were implemented for the third annual week.

��+��'��̂ E?�?BE�"��#��$�� '�� E@� "��#�� $�� $�� "�� $�� $� �� had helped them and what could be done to improve service delivery within Thusong Service Centres.

Challenges= �� ''��!� *�� '��!� ��&�� +� ��8��

communication of successes and challenges by municipalities contributes to this contested local environment. The frontline/coalface service presence of the GCIS human capital continued to decrease in 2016/17.

= A limited budget has impacted on the scale and scope of development communication activations, narrowing the reach and scale of GCIS provincial ��

Subprogramme: Media Engagement Key achievements The chief directorate held 47 strategic engagements with members of the media to establish and strengthen relations, and ensure that government messages ��&��!��$��**��'��+��Government Elections, SADC Media Awards, Izimbizo Programme, SoNA, Fort Hare Centenary, International AIDS Conference and the communication of Cabinet decisions.

In support of communication of Cabinet decisions, a total of 14 post-Cabinet '�� "��#�� $�� BZ� ��'�� $�� ''��of government messages was further enhanced through the placement of JE��*��*��*��'��*��'��&�� *��pertaining to key government programmes. Through the Rapid Response early-warning system, 24 biweekly reports were produced to appraise the Minister, and 50 media statements responding to issues in the media environment were issued and covered by the media.

As part of Rapid Response recommendations and issues, the chief directorate established and managed operations rooms on key communication issues such as tertiary fees student protests, respond to drought, social grants payment and Local Government Elections.

Challenges �� 5� �� #�� \� �� "�� '�/�� directorate was forced to cover a large amount of work whilst operating with a ��'"��&�'�'"��#��"��


Strategic objective

Programme: Intergovernmental Coordination and Stakeholder Management

Subprogramme: Clusters







Improve interdepartmental coordination by joint plan-ning and sharing of messages across the three spheres of govern-ment to ensure coherence and alignment of govern-ment messages

Four reports on the func-tioning of interdepartmen-tal communication system produced

Four strategic platforms for government communi-cators held

Held four strategic platforms with govern-ment communicators

None None




Actual Achievement

2013/14

Actual Achievement

2014/15

Actual Achievement

2015/16


Actual Achievement

2016/17



Number of GCPs developed for the clusters

Reviewed and aligned four cluster strategies with the NCSF and govern-ment’s priorities

Compiled reports on cluster communication programmes

Developed the 2013/14 GCP

Developed/drafted communication strategies aligned to the NCSF and the GCP

Developed the 2015/16 GCP


��*��#��2016/17 GCPs

Five cluster communication programmes for 2016/17 were developed and presented to the DGs’ Cluster

50 reports on the implementation of the 2016/17 GCP were developed and presented to the DGs’ Cluster

None None




Actual Achievement

2013/14

Actual Achievement

2014/15

Actual Achievement

2015/16


Actual Achievement

2016/17



Percentage of communication strategies devel-oped for cluster campaigns/pro-jects/ programmes(Based on demand)

Compiled monthly reports on strate-gic communication support to depart-ments



B@@[��''��-cation strategies for departments developed for clus-ter campaigns/projects/programmes. (Based on demand).

~~��B@@[��'-munication strate-gies developed for cluster campaigns/ projects/ programmes (Based on demand).

None None

Number of Internal Communicators’ Forum (ICF) coor-dinated

Held three forums The Internal Com-munication Plan was reviewed and implemented

Produced four reports on the functioning of the internal communi-cation system

Two ICFs coordi-nated

Two ICFs held None None

Number of reports on government communication training produced

Held nine induction sessions

��#��training sessions for newly appointed political principals

Produced four reports on govern-ment communica-tion training

Four reports on government com-munication training produced

Four reports on government com-munication training produced

None None

Number of Gov-ernment Commu-nicators’ Forums (GCF) coordinated

Held two GCF meetings

Held one GCF Produced one report on one GCF held. Produced one concept document on the functioning of the GCF

Two GCFs coordi-nated

Two meetings were held with govern-ment communica-tors and chiefs of ��&��*��the Imbizo Focus Week and Imbizo on Education, in-cluding feedback from the Inter-Min-isterial Committee on Publicity and Information

None None




Actual Achievement

2013/14

Actual Achievement

2014/15

Actual Achievement

2015/16


Actual Achievement

2016/17



Percentage of communication projects imple-mented (Based on demand)

A 12-month project schedule was produced and approved by Content Hub in July 2013

Four quarterly progress reports on the implemen-tation of the GCIS portfolio of projects were produced and approved by Manco

Four quarterly progress reports on the imple-mentation of the GCIS’s portfolio of projects produced

B@@[��''�-nication projects implemented

59 requests �B@@[��communication projects implemented (Based on demand)

None None

Strategic objective


Subprogramme: Provincial an Local Liaison



Actual Achievement

2016/17




An informed and empow-ered citizenry on govern-ment’s policies, plans, programmes and achieve-ments to increase public participation in govern-ment

5 490 outreach campaigns implemented ��&��platforms

3 486 outreach campaigns implemented

4 521 outreach campaigns implemented

Target overachieved by 1 035

Owing to increased demand for communica-tion campaigns in response to issues in the communication environment



Subprogramme: Provincial and Local Liaison


Actual Achievement

2013/14







Number of reports on support to the functioning ofgovernment communicationsystem produced(provincial and local level)

Compiled four quarterly reports on the function-ing of government communication system provincially and locally

Compiled four quarterly reports on support to the functioning of the intergovernmental communication system

Four reports on support tothe functioning of governmentcommunication systemproduced (provin-cial and locallevel)

Four reports on support tothe functioning of governmentcommunication system produced (provincial and local level)

Produced four reports on support to the functioning of governmentcommunication system (provincial and local level)

None None

Number of devel-opment communi-cation activations aligned to the GCP

Implemented 2 910 develop-ment communica-tion activations

2 238 of develop-ment communica-tion activations aligned to the GCP

1 920 development communication activations aligned to the GCP




Owing to an in-creased demand for communication campaigns in response to unforeseen communication issues in the environment

Number of market-ing events for Thusong Programme held

Held 654 market-ing events for Thusong Programme

746 marketing events of the Thusong Programme were done

580 marketing events for Thusong Programme were done

486 marketing events for Thusong Programme held

555 marketing events for Thusong Programme held


Most events were packaged as part of the Digital Terrestrial Television led by the DoC as such the Thusong Programme formed part of the exhibitions in those events


Subprogramme: Provincial and Local Liaison


Actual Achievement

2013/14







Number of com-munity and stake-holder liaison visits undertaken

Conducted 3 879 community and stakeholder liaison visits

2 506 community and stakeholder liaison visits were done

2 170 community and stakeholder liaison visits under-taken

1 800 community and stakeholder liaison visits under-taken

2 127 community and stakeholder liaison visits undertaken


Had to respond to the issues around drought in the country, Local Government Elections and the International AIDS Conference which called for more engagements on the relevant role players

Number of reports on Izimbizo events held

Compiled four quarterly reports on 346 events held

Compiled a consolidated report on the number of PPP events held. A total of 326 events were supported

Compiled four reports on 326 Izimbizo events held

Four quarterly reports on Izimbizo events held

Compiled four reports on 252 Izimbizo events held

None None

Number of electronic My District Today newsletters published

Produced 48 My District Today newsletters

Published 47 electronic My District Today newsletters


44 electronic My District Today newsletters published


Target overachieved "!�#��

Five special editions had to be issued to reinforce communication on drought, Local Government Elections and SoNA 2017


Strategic objective


Subprogramme: Media Engagement




Deviation from planned target to Actual Achievement for 2016/17


Implement a proac-tive and reactive media engagement system by building, maintaining and improving relations with the media and drive the government communica-tion agenda

Held 21 engagements between government ��journalists on the government’s PoA and policy issues

34 strategic engagements with the media held

61 strategic engagements with the media held

Target overachieved by 27 Overachievement was as a result of the need to respond to developments in the communication environment











Number of engagements between govern-'��senior journalists on the govern-ment’s PoA and policy issues

Held biannual and planned engage-ments between government com-municators and senior journalistsHosted SANEF, FCA and PGA, pre-SoNA media networking ses-sions

Ministerial meet-and-greet held with senior journalistsCoordinated and hosted a Pre-SoNA media network-ing session and a Presidential Post-SoNA Cocktail between govern-ment communica-tors and the media

Held 21 engage-ments between government of-#��journalists on the government’s PoA and policy issues

16 engagements between govern-'��senior journalists on the govern-ment’s PoA and policy issues

Held 47 engage-ments between government ��journalists on the government’s PoA and policy issues


Overachievement was as a result of the need to respond to devel-opments in the communication environment

60











Number on post-Cabinet media "��#��H��statements issued after ordinary Cabinet meetings

Issued 22 post-Cabinet media "��#��H��statements issued after ordinary Cabinet meetings

Post-Cabinet me-��"��#��Hor statements issued after ordinary Cabinet meetings

18 post-Cabinet '��"��#��and/ or state-ments issued after ordinary Cabinet meeting

18 post-Cabinet '��"��#��and/or state-ments issued after ordinary Cabinet meetings

14 post-Cabinet media brief-ings held and 19 post-Cabinet statements were ��#��-ments were issued without holding a '��"��#��

Target over achieved by one

One post-Cabinet '��"��#��statement were due to the Cabinet Lekgotla held in August 2016

Number of biweekly Rapid Response reports for the Minister produced (excluding December and January)

Issued 301 Rapid Response reports

Produced biweekly Rapid Response reports for the Minister

Produced 23 biweekly Rapid Response reports for the Minister). 22 biweekly Rapid Response reports were shared with the Minister

24 biweekly Rapid Response reports produced for the Minister (exclud-ing December and January)

24 biweekly Rapid Response reports produced for the Minister (exclud-ing December and January)

None None







Subprogramme Name2016/17 2015/16

FinalAppropriation

ActualExpenditure


FinalAppropriation

ActualExpenditure

Over)/Under Expenditure

R’000 R’000 R’000 R’000 R’000 R’000

3.1. Programme Management for Intergovernmental Coordination and Stakeholder Management

3,035 1,956 1,079 2 856 2 856 -

3.2. Provincial and Local Liaison 71,333 70,058 1,275 68 045 68 043 2

3.3. Media Engagement 12,703 12,174 529 13 198 13 200 (2)

3.4. Cluster Supervision (Human Development, Social Protection and Governance and Administration

6,635 6,627 8 5 482 5 482 -

3.5. Cluster Supervision (Economic and Infrastructure, Justice and International)

7,126 7,126 - 3 886 3 886 -

TOTAL 100,832 97,941 2,891 93 467 93 467 -

5. TRANSFER OF PAYMENTS

Transfer payments to public entities

Name of public entity Services rendered by the public entity

Amount transferred to the public entity

Amount spent by the public entity

Achievements of the public entity

South African Broadcasting Corporation (SABC)

Television licence fees R45 000 Not applicable Not applicable

Television licence fees were paid to the SABC in accordance with legislation for the period 1 April 2016 to 31 March 2017. Monitoring systems are in place to determine the cost and timing of payments to the SABC.


Transfer payments to all organisations other than public entities

��*�!'��*��B��*��?@BJ��]B�}��?@BX+��'*��|

Name of transferee Type of organisation Purpose for which the funds were used

Did the dept. comply with Section 38(1)(j) of the PFMA of 1999

Amount transferred (R’000)

Amount spent by the entity

Reasons for the funds unspent by the entity

Households Not applicable ��#��due to the retirement ��

R889 000 Not applicable Not applicable

Households Not applicable ��#��due to the death of ��

R19 000 Not applicable Not applicable

Households Not applicable Leave discounting R252 000 Not applicable Not applicable

6. CONDITIONAL GRANTSNot applicable.

7. DONOR FUNDSNot applicable

8. CAPITAL INVESTMENTNot applicable.


PART C: GOVERNANCE


1. INTRODUCTION��8��"!��{`}��BZZZ+��'��&��+��*��!��'��*�*��#��$��=��*��"��!�

�� ''�� *��*�!��&��5�'��'��'��*�"��!��*��!��+��#��*�"��=��*��'��expectations and our strategic objectives as an organisation, we must pursue opportunities involving some degree of risk.

Our policy gives full and due consideration to the balance of risk and reward, as far as it is practically possible to optimise the rewards gained from our activities.

To this extent, the Batho Pele principles and Code of Conduct for the Public Service are central ethical standards upon which decisions are made in pursuit of the organisation’s overarching mandate.

2. RISK MANAGEMENT

Risk management is a strategic imperative in the department to ensure that the department sets clear and realistic objectives, understands critical risks associated therewith and develops mitigation strategies to manage such risks. The department recognises the King III Report on Corporate Governance as best practice. It requires that the department should establish a risk management structure that will adequately identify, measure, monitor and control the risks involved in its various operations and lines of business. The department’s risk management framework is in line with the PFMA of 1999, as amended; and the Public Sector Risk Management Framework (2010).

The GCIS Enterprise Risk Management (ERM) recognises that risks (including opportunities) are dynamic, often highly interdependent and ought not to be considered and managed in isolation. It is the application of risk management throughout the department, rather than only in selected business areas or disciplines. All organisations face uncertainty. ERM responds to this challenge by providing a methodology for managing department wide risks in a comprehensive and integrated way. �� ?@BJHBX� #�� !��+� �� *��'�� **�� 5�management framework with implementation plans, and a risk register comprising the strategic, operational and fraud and corruption risks. It reviewed the registers, monitored and reported to Manco and the ARC, on all the 42 ��5��8��!��?@BJHBX�#��!��+��}��**��establishment of a Risk Management Committee by an External Chairperson. ��''��$��"��"��"!��#��!��

3. FRAUD AND CORRUPTION

The GCIS risk management policy and philosophy also focus on fraud prevention as a cornerstone for preventing fraud and corruption in the organisation. The department has an approved fraud prevention policy, strategy with an implementation plan, the whistle-blowing policy and the minimum anti-corruption capacity that guide the implementation of anti-fraud and corruption mechanisms throughout the organisation.

��#��!��$+��\��5�}��'��*�"��prevention articles, newsletters and messages using internal communication platforms.

Through these interventions, the use of the Public Service National Anti-��*��|�@^@@�X@B�X@B�$��5��the implementation of the ethics framework and reported to management and the ARC quarterly.

The GCIS had an approved Business Management Continuity Policy and a ��!�{��?@BJHBX�#��*��to manage the continuity of GCIS business in the event of threats to operations and to plan how the impact of disruption can be minimised. They are reviewed, approved and implemented annually.

Four quarterly impact assessment reports were compiled and presented to the management and ARCs for approval. There were no threats to the continuity of the business of the department that were detected and recorded during the reporting period. The Facilities Management ensured the organisation complied $��8��'��#��$��'��!��human life, in the event of a disaster, threat or event occurring.

4. MINIMISING CONFLICT OF INTEREST

In compliance with PSR and the DPSA request, all senior managers disclosed ��#��?@BJHBX��*��'��>��8��'��#��!��'*��!��!�levels 12 and below, and these disclosures are analysed. All panel members of recruitment interviews declared their interests to ensure that there was no ��;��$��'�5��'��


5. CODE OF CONDUCT

To promote and maintain a high standard of professional ethics in the department, employees are expected to adhere to the Code of Conduct for the Public ��'��'��'��&�'�'"��easily accessible from the intranet. New employees are inducted on the code and an explanatory manual has been circulated among existing employees. “Contravening any prescribed Code of Conduct for the Public Service” is listed as one of the acts of misconduct in the departmental Disciplinary Code and Procedure. This code has a clear disciplinary process based on the seriousness of the contravention.

6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES

The GCIS has a health and safety programme in place. The ADG appointed the Occupational Health and Safety (OHS) Committee in writing for the 2016/17 #��!��'��*��evacuation drills. 7. PORTFOLIO COMMITTEES

The GCIS was invited and attended the four Portfolio Committee on ��''��'��$�|

7.1 12 April 2016: Presentation of the GCIS 2016/17-2018/19 APP. 7.2 29 November 2016:�{��#��

quarter 2016/17 performance reports to the Portfolio Committee on Communications.

7.3 11 October 2016: Presentation of the GCIS 2015/16 Annual Report. 7.4 14 March 2017: Presentation of the third quarter 2016/17

performance reports.

8. STANDING COMMITTEE ON PUBLIC ACCOUNTS (SCOPA) RESOLUTIONS

8.1 The department did not appear before SCOPA.

9. PRIOR MODIFICATIONS TO AUDIT REPORTS

_��8��#��+�disclaimer, adverse opinion and matters of non-compliance

Financial year in which it #��

Progress made in clearing/resolving the matter

None None None

10. INTERNAL CONTROL UNIT Work performed by the internal control units:

Subprogramme: Strategic Planning and Programme Management

The subprogramme facilitated the review and tabling of the 2017/18-2019/20 �{{��{��'��?@BJHBX�#��!��'*��8��!�*��'�� *�� "'�� #��+� �� ?@BJHBX�quarterly performance reports to the Portfolio Committee on Communications. The portfolio of evidence was submitted to Internal Audit for auditing purposes. The department has improved on the data collection process and maintained �� *��'�� '�� ?@BEHBJ� #�� !��The 2015/16 Annual Report was tabled in September 2016 as a legislative requirement.

During the reporting period, the subprogramme reviewed the Risk Management Framework. It also compiled and submitted analysis reports and dashboards on organisational performance and risk management mitigation plans. The Risk Management Unit published newsletters and posters on the prevention of fraud and corruption, as part of communication and to create awareness across the organisation.

Subprogramme: Information Management and Technology

The subprogramme facilitated all the IM&T SC meetings for the period in line with the GCIS Corporate Governance of ICT Policy. Quarterly IT availability reports and IM systems reports were presented to the IM&T SC as well as progress reports on IM&T initiatives and projects.


The unit also ensured that the IM&T SC meeting deliberations, decisions and resolutions were presented in a report to the GCIS Manco for endorsement and approval.

Subprogramme: Human Resources

��*��'��'��!�� B@[��the year. Targets for submission of performance agreements were exceeded �� ?@BJHBX�#�� !��\�$�� ?@BJHBX�� '��were implemented two months before the legislated time frame as per the PSR, 2016. The WSP and HRD Implementation Plan were approved and implemented in line with the relevant legislative framework. Employees attended training on short courses aligned to their PDPs. For long-term career pathing, bursaries were also awarded to employees who applied. Middle and senior managers attended management development programmes to enhance their managerial skills.

��*��'��&��?~HXH]JE��'*��!��and their immediate family members. Participation in health screenings, including TB and HIV HCT, has increased in the department. The department implemented youth development programmes in terms of internship and TVET programmes. Implementation of reasonable accommodation for EWD and gender mainstreaming done in line with the legislative framework.

11. INTERNAL AUDIT AND AUDIT COMMITTEES

The audit committee plays an important role in ensuring that an entity functions according to good governance, accounting and audit standards. It also monitors the adoption of appropriate risk management arrangements.

11.1 Objectives of the Internal Audit

Provide professional internal audit services for the improvement of governance, risk and control.

11.2 Key Activities of the Internal Audit

a) Review of the Internal Audit Risk-based Three-Year Rolling and Annual Operational Plan;

b) Review the audit charters for consideration and approval by those charged with governance responsibilities;

c) Implement the approved Annual Operational Plan with the primary focus on ��8��!��&��$��|

i. Operations and Compliance� � � �� }� � � �� '*��'��{{��

business operations)� � � �� <��'�� \� � � �� }��'�� {�!��!�}��'��

Document Management. ii. Financial Discipline � � �� <>*��}��'�� `��\�*��'��`�� Statements).

iii. Strategic Management� � �� {��$��{��{{%� � �� _�� #��*��8��!�� performance reports/statements).d) Provide secretariat support and report to the Internal Audit Steering

Committee (chaired by the DG), and to the Audit Committee.

e) Continue to build and maintain Customer Relations (regular contact with auditee before, during and after audits are concluded including customer surveys to assess quality of service).

f) Quarterly Dashboard Assessment of the Internal Controls – Towards a clean governance and administration for Quarter 2 and Quarter 3.

g) MPAT 2016.h) Follow-up on management implementation of prior audit recommendations

of both Internal Audit and AG.

11.3 Work done by Internal Audit

a) Reviewed and obtained approval of the Internal Audit Three-Year Rolling Plan 2016-2019 and the Annual Operational Plan 2016/17;

"�� {��'��$��| i. AFS and Annual Report 2015/16 before submission to the AG on 31

May 2016; ii. Interim Financial Statements 2016/17 for Quarter 2 and 3; iii. Quarterly Performance Information 2016/17 for Quarter 1, 2 and 3; iv. Organisational APP and Technical Indicator Descriptors 2017-2021 v. Supply Chain and Expenditure Management; vi. Physical and Logical Security Management, and Document

Management;


vii. HRD; viii. Operational audits – focusing on media buying, cluster

communication and provincial audits; ix. IT and Management (general IT controls, governance and transversal

systems); x. Follow-up on management implementation of prior audit

recommendations of both Internal Audit and AG; xi. Quarterly Dashboard Assessment of the internal controls – Towards a

clean governance and administration for Quarter 2 and Quarter 3; xii. MPAT 2016.


12. AUDIT COMMITTEE REPORT

��*��*��*��#��!��]B�}��?@BX��''��'�'"��'��times per year as per its approved Audit Committee Charter. During the year under review 2016/17, four meetings were held, and below-mentioned are records of the *�#��'�'"��''��''��'��

Name of the member

\�� Internal or external member

If internal, position in the department

Date appointed Date resigned No. of meetings attended

Shirley Machaba �� #��!�� #��\��5�}��'�� #�� '�� #��!��\��$�� ''��-

ing�� {��*��'�� ''�� {��*��'��<��

External member 1 March 2012 4/4

Seipati Nekhondela �� ''�� Business Management�� ''�� 5��*��'�

External member 1 March 2012 2/4

Tendani Mutshutshu �� }��''��`�� Management)�� {�� ''��+�� ''��

External member 1 November 2015 4/4


Objectives of the Audit Committee

{��8��!��&��governance, risk management, the system of internal control, and the audit process.

Key activities of the Audit Committeei. Review the AFS� �� !�� !�*��+��'*�� ;��

appropriate accounting principles;ii. Review other sections of the Annual Report before release and consider the

accuracy and completeness of the information;iii. The quality of in-year management and quarterly reports submitted in

terms of the PFMA of 1999 and Treasury Regulations;iv. Review the Internal Audit Charter, strategic and operational plans,

��+��Audit Activity (IAA), progress report against annual operational plan, and compliance with IAA standards;

v. Review the risk management framework (including the risk policy, strategic �� *�� !��+� ��+� '�� '�� #��risks and implementation thereof, including reporting;

�� \��$��8��!��&��'��'��the ICTs in conformance with the Corporate Governance of ICT Framework of government and related prescripts, including reporting.

vii. Review the AG’s (external auditors’) proposed Audit Strategy and Engagement Letter and approach, including audit fees and coordination of ��&��$��

viii.Monitor implementation by management of the agreed audit action list with recommendations arising from Internal and External Audit reports.

Summary of the work done by the Audit Committee

i. Risk Management – considered and recommended for approval by the DG the risk management strategy, risk assessment report, policy, whistle blowing policy, fraud risk strategy, fraud policy and fraud implementation plan. The committee also received progress reports on the implementation of risk and fraud mitigation plans;

ii. Business Continuity Management (BCM) – considered and recommended for approval of the Director-General the BCM policy, implementation plan including progress reports;

iii. Financial Management and Reporting – received and considered the expenditure against budget for the year under review, including Interim Financial Statements;

iv. Performance Planning and Reporting – received and considered the APP and related technical indicators, as well as quarterly performance information reports, including progress on the implementation of the catch-up plans for missed quarterly targets;

v. Internal Audit – received and considered the Internal Audit Charter, revised risk-based Three-Year Rolling Plan 2016-2019 and Annual Operational Plan 2016/17, Audit Committee Charter, progress reports against approved Annual Plan, as well as detailed reports on the audit projects performed; The committee also considered Internal Audit assessment of the implementation of previous audit recommendations of Internal Audit and AG by management;

vi. AG – received and considered the Audit Strategy, Engagement Letter and Interim and Final Management Letters, including Final Audit Report for 2016/17.

vii. ICTs – the committee considered IT quarterly progress reports tabled at the Audit Committee (and received update on measures instituted by GCIS to deal with cybersecurity issues) against plans, including related IT risks as per GCIS risk register.

Audit Committee responsibility

The Audit Committee reports that it has complied with its responsibilities arising from Section 38 (1) (a) (ii) of the PFMA of 1999 and Treasury Regulation 3.1.13.

The Audit Committee also reports that it has adopted appropriate formal ��'�� ''�� +� �� &��in compliance with this charter and has discharged all its responsibilities as contained therein, except that we have not reviewed changes in accounting policies and practices.

]��[��^��

��$��#��$�5+�$��$��"��risk assessments conducted in the department revealed certain weaknesses, which were then raised with the Department.

Refer to par. 2.5.11.3 for the audit work done by Internal Audit.


��$��$��"!��|

Area covered Audit Concern

�`��?@BEHBJ��'�#��statements 2016/17 (Q2 and 3)

Misstatement of commitments and accruals

Annual Report 2015/16 and quarterly reports 2016/16 (Q1,2 and 3)

Annual Report achievements not agreeing with quarterly reports achievements Reported quarterly achievements not agreeing with the ��%��evidence not relevant to reported achievements and targets.

HR {��!��&��management, performance manage-ment and development.

Supply Chain and Expenditure Management

{��!��&��administration of non-automated suppliers’ orders, including related payments source documents.

ICTs Controls partially adequate and �&��'��access and monitoring of administra-tors’ activities.

Security Management Controls partially adequate and �&��-ment.

In-Year Management and Monthly/Quarterly Report

The department has reporting monthly and quarterly to the Treasury as is required by the PFMA of 1999.

[��

��''��|�� $�� #�� '�� "��

included in the annual report, with the Auditor-General and the Accounting ��

�� reviewed the Auditor-General’s management report and management’s response thereto

�� reviewed changes in accounting policies and practices �� reviewed the departments compliance with legal and regulatory provisions �� reviewed the information on predetermined objectives to be included in the

annual report �� $��#��/��'��'�� #��$��8��!��'��#��'��

to the audit committee for oversight purposes during the year such as ��'�#��'��

AG’s Report

We have reviewed the department’s implementation plan for audit issues raised ��*��!��$��#��'��"��8��!�resolved.

The Audit Committee concurs and accepts the conclusions of the AG on ��#��'�� *�� #��'��"��*��$��*��

The committee further noted AG management report and matters contained therein, including management correction actions, which will be monitored in ��?@BXHB^�#��!��

�� $�� *�� #�� !�� review, and the Audit Committee met with the Auditor-General to ensure that there are no unresolved issues.

________________ Ms Shirley Machaba (CA/SA)Chairperson of the Audit Committee GCIS��|�]B��!�?@BX


PART D: HUMAN RESOURCE

MANAGEMENT


1. INTRODUCTION

1.1.HRM and Development approach in the department is guided and regulated by the Constitution of the Republic of South Africa of 1996; Public Service Act of 1994 as amended; PSR, 2001 as amended; Labour Relations Act, 1995 (Act 66 of 1995) as amended; Basic Conditions of Employment Act, 1997 (Act 75 of 1997); Skills Development Act, 1998 (Act 97 of 1998) as amended; Skills Development Levies Act, 1999 (Act 9 of 1999); National Skills Development Strategy III; OHS Act, 1993 (Act 85 of 1993), and the collective agreements signed in the Public Service Coordinating Bargaining Council and General Public Service Sectoral Bargaining Council.

2. OVERVIEW OF HUMAN RESOURCES

2.1.During the year under review, the department set itself the following HR *��|

� �� '*��'��*��''��$�� priorities informed by the WSP and HRD Implementation Plan.

� �� '*��'��$��*��'��\��!H�\{H<<�{�� !�*�'��'*��!��"��*�� <��*��'��'��'��"!�'�5�� 5��"��$��

individual and organisational performance, and create uniform standards against which performance will be evaluated in various units and similar occupations.

� �� *��'��'��'*�� development.

� �� '*��'��!��*'��*��''��*�+�� and In-Service training.

� �� '*��'��'*��!��{��''��$��'*��!�� in the Public Service.

� �� '*��'��<��5�� of the psycho – social well-being of employees and their immediate family members.

� �� healthy living.

� �� '*��'��}��'��"��!�}��'��

2.2 .The department reviewed its HR policies.

?�]�<�� '�� *� B�^@[� �� *��'�� &� ��'*��'�� recruitment was implemented to ensure that the departmental EE targets are addressed. The departmental HRP was implemented and the Implementation report was submitted to the DPSA.

2.4.With the implementation of the HRD Plan and the WSP, the focus was again on the development of leadership and/or managerial competencies in all levels of management. The Emerging and Advanced Management Development programmes were implemented, targeting emerging and middle managers.

2.5. The training budget was centralised under HRD to ensure that training is aligned to PDPs.

?�J��$��&�'�'"��!�� bursary holders successfully completed their studies.

2.7. The department continued to implement EH&W, Gender Mainstreaming and Reasonable Accommodation for EWD. EH&W conducted health ��+��"��"��&��<��5"�!�� in the wellness utilised for both female and male employees who were not feeling well.

2.8.924/7/365 counselling services were made available to all employees and their immediate family members. Awareness and sensitisation messages on EH&W issues including HIV and AIDS and other chronic illnesses were provided.

2.9.In addition to the above achievements, the department faced the following ��|

� �� *��"��!��5��"!��!�� !��!��'*��*��#��*��

� �� #��'*��'*��'��<�� *��''��\{��$�|

� �� \��$��'*��'��*��'��\{��<<�{��%� �� !��'*��'��<{}��*��'��%� �� !�*�'��'*��!��"��*��%� �� '*��'��*��''��$��{��\��

Implementation Plan;� �� {��$��*��''��'*��!��''��

family members; � �� !��'*��'��"��''��<�%� �� '*��'��'��'��/�" ��*��%� �� !��


3. HR OVERSIGHT STATISTICS

3.1. Personnel-related expenditure

Table 3.1.1 Personnel expenditure by programme between 1 April 2016 and 31 March 2017.

Programme Total expenditure (R’000)

Personnel expendi-ture (R’000)

Training expenditure(R’000)

Professional and special services ex-penditure (R’000)

Personnel expendi-ture as a % of total

expenditure

Average personnel cost per employee

(R’000)

1. Administration 147 359 60 204 617 84 41 1022. Content Processing

and Dissemination134 830 77 607 - - 58 132

3. Intergovernmental Coordination and Stakeholder Man-agement

97 941 78 725 - - 80 134

TOTAL 380 130 216 536 617 84 57 368

Table 3.1.2 Personnel costs by salary band for the period 1 April 2016 and 31 March 2017.

Salary band Personnel expenditure (R’000) % of total personnel cost No. of employees Average personnel cost per employee (R’000)

Lower skilled (level 1-2) 184 0.1 - -Skilled (level 3-5) 5 681 2.6 28 203Highly skilled production (level 6-8)

50 387 23.3 157 327

Highly skilled supervision (level 9-12)

110 170 50.9 205 542

Senior and Top Management (level 13-16)

46 552 21.5 41 1174

Periodical remunerations 3 562 16.4 158 31TOTAL 216 536 100 589 367


Table 3.1.3 Salaries, Overtime, Homeowners’ Allowance and Medical Aid by programme for the period 1 April 2016 and 31 March 2017.

ProgrammeSalaries Overtime Homewners’ Allowance Medical Aid

Amount (R’000 Salaries as a % of personnel costs

Amount (R’000) Overtime as a % of personnel costs

Amount (R’000 Salaries as a % of personnel costs

Amount (R’000)

1. Administration 40 564 18.7 950 0.4 1 343 0.6 2 064 12. Content Pro-

cessing and Dissemination

50 792 23.5 1 646 1 1 337 0.6 2 127 1

3. Intergovern-mental Coor-dination and Stakeholder Management

54 055 25 252 0.1 1 987 0.9 3 076 1.4

TOTAL 145 411 67.2 2 848 1 4 667 2.2 7 267 3.4

Table 3.1.4 Salaries, Overtime, Homeowners’ Allowance and Medical Aid by salary band for the period 1 April 2016 and 31 March 2017.

Salary bandSalaries Overtime Homeowners’ Allowance Medical Aid

Amount (R’000 Salaries as a % of personnel

costs

Amount (R’000) Overtime as a % of personnel

costs

Amount (R’000 Salaries as a % of personnel

Amount (R’000)

Skilled (level 1-2) - - - - 18 - 22 -Skilled (level 3-5) 3 319 1.5 37 - 414 0.2 517 0.2Highly skilled production (level 6-8)

34 258 15.8 1 272 0.6 1 898 0.9 2 619 1.2

Highly skilled supervision (level 9-12

79 121 36.5 1 525 0.7 1 704 0.8 3 377 1.6

SMS (level 13-16) 28 713 13.3 - - 636 0.3 741 0.3TOTAL 145 411 67.2 2 848 1.3 4 667 2.2 7 267 3.4


3.2. Employment and vacancies

The tables in this section summarise the position regarding employment and vacancies.

Table 3.2.1 Employment and vacancies by programme as on 31 March 2017.

Programme Number of posts on approved establishment

Number of ��

Vacancy rate Number of employees additional to the establishment

1. Administration 144 133 7.59 182. Communication Service Agency 57 53 7.02 53. Content Processing and Dissemination 94 83 11.70 64. Intergovernmental Coordination and Stakeholder Management 175 162 10 4TOTAL 470 431 9.24 33

Table 3.2.2 Employment and vacancies by salary band as on 31 March 2017.

Salary band Number of posts on approved establishment

{��%� �� Vacancy rate Number of employees additional to the establishment

Lower skilled (level 1-2) 0 0 0 0Skilled (level 3-5) 30 28 13.33 2Highly skilled production (level 6-8) 172 156 10.20 25Highly skilled supervision (level 9-12) 215 205 6.10 4SMS (level 13-16) 53 42 22.64 0TOTAL 470 431 9.24 33


Table 3.2.3 Employment and vacancies by critical occupations as on 31 March 2017.

Critical occupation Number of posts on approved establishment


Administrative related, Permanent 5 5 0 1��+�$�5��*�+��*��+��+�{�'�� 5 5 0 0Client information clerks (switchboard, reception, information clerks)

3 1 66.67 0

Communication and information-related, Permanent 180 170 5.56 3Finance and economics-related, Permanent 8 7 11.11 0Financial and related professionals, Permanent 11 10 9.09 1Financial clerks and credit controllers, Permanent 3 3 0 0Food services aids and waiters, Permanent 7 5 28.57 0HR and organisational development and related professions, Permanent

6 6 0 1

HR clerks, Permanent 6 6 0 1HR-related, Permanent 6 4 33.33 1Language practitioners, interpreters and other communica-tors, Permanent

43 37 13.64 6

Library mail and related clerks, Permanent 3 3 0 0Light vehicle drivers, Permanent 2 2 0 0Logistical support personnel, Permanent 2 2 0 0Material recording and transport clerks, Permanent 12 12 0 0


Critical occupation Number of posts on approved establishment


Messengers, porters and deliverers, Permanent 6 6 0 0Other administrators and related clerks and organisers, Permanent

25 24 4 4

��'��*��!��+�{�'�� 3 3 0 0Other IT personnel, Permanent 13 13 0 2Printing and related machine operators, Permanent 1 1 0 0Secretaries and other keyboard operating clerks, Permanent

60 54 9.68 11

��!��+�{�'�� 2 2 0 0Statisticians and related professionals, Permanent 1 1 0 0Trade labourers, Permanent 5 4 20 1TOTAL 470 431 9.24 313

3.3. Filling of SMS postsThe tables in this section provide information on employment and vacancies as it relates to members of the SMS by salary level. It also provides information on advertising ��#��}��*��+��'*�!��$��*��"��'��'��*��!��*��5��

Table 3.3.1 SMS post information as on 31 March 2017.

SMS level Total number of funded SMS posts

Total number of SMS ��

|��@�� Total number of SMS posts vacant

% of SMS posts vacant

DG/Head of Department (HoD) 1 0 @[ 1 B@@[Salary level 16 0 0 0 0 @[Salary level 15 3 1 ]][ 2 JX[Salary level 14 12 10 XX[ 2 BJ�JJ[Salary level 13 37 31 ^~[ 6 BJ�?[TOTAL 53 42 78% 11 21%


Table 3.3.2 SMS post information as on 30 September 2016.

SMS level Total number of funded SMS posts

Total number of SMS ��

|��@�� Total number of SMS posts vacant

% of SMS posts vacant

DG/HoD 1 0 0 1 B@@[Salary level 16 0 0 0 0 @[Salary level 15 3 2 66 1 ]]�]][Salary level 14 12 11 92 1 X�JZ[Salary level 13 37 31 86 6 B]�^^[TOTAL 53 44 84 9 15.09%

��"��]�]�]��#��}��*��"��$��B��*��?@BJ��]B�}��?@BX�

SMS levelAdvertising Filling of posts

Number of vacancies per level advertised in six months of becoming vacant

{��%� �� in six months of becoming vacant

{��%� �� }��%��;~��

DG/HoD 1 0 0Salary level 16 0 0 0Salary level 15 2 0 0Salary level 14 2 0 0Salary level 13 6 0 0TOTAL 11 0 0

��"��]�]�~�\��'*��$��#��}��*��$��>�'��#��$��B?�'��"��'��between 1 April 2016 and 31 March 2017.

Reasons for vacancies not advertised within six months

None


�� ;~��

Posts were re-advertised twice as there could not be suitable candidates

��"��]�]�E��*��!��*��5��'*�!��$��*��"��'��'��#��}��*��$��B?�'��*��B��*��?@BJ��]B�}��?@BX�

Reasons for vacancies not advertised within six months

�� }��

3.4. Job evaluation

The following table summarises the number of jobs that were evaluated during the year under review. The table also provides statistics on the number of posts that were upgraded or downgraded.

Table 3.4.1 Job evaluation by salary band for the period 1 April 2016 and 31 March 2017.

Salary bandNumber of posts on approved establishment

Number of jobs evaluated

% of posts evaluated by salary bands

Posts upgraded Posts downgraded

Number % of posts evaluated

Number % of posts evaluated

Lower skilled (level 1-2) 0 0 0 0 0 0 0Skilled (level 3-5) 35 0 0 0 0 0 0Highly skilled production (level 6-8) 164 0 0 0 0 0 0Highly skilled supervision (level 9-12) 218 3 B�]X[ 0 0 0 0SMS Band A 37 0 0 0 0 0 0SMS Band B 12 0 0 0 0 0 0SMS Band C 3 0 0 0 0 0 0SMS Band D 1 0 0 0 0 0 0TOTAL 470 3 0.63% 0 0 0 0


The following table provides a summary of the number of employees whose positions were upgraded due to their post being upgraded. The number of employees might ��&��'��'"��*��*��'*��!��'��!��"��"��$�*��'��*��*��"��

��"��]�~�?�{�#��'*��!��$��*��$��*��*��"��*��*��B��*��?@BJ��]B�}��?@BX�

Gender African Asian Coloured White Total

Female 0 0 0 0 0Male 0 0 0 0 0TOTAL 0 0 0 0 0

Employees with a disability 0

The following table summarises the number of cases where remuneration bands exceeded the grade determined by job evaluation. Reasons for the deviation are provided in each case.

Table 3.4.3 Employees with salary levels higher than those determined by job evaluation by occupation for the period 1 April 2016 and 31 March 2017.

Occupation Number of employees Job evaluation level Remuneration level Reason for deviation

0 0 00 0 00 0 00 0 0

Total number of employees whose salaries exceeded the level determined by job evaluation None

Percentage of total employed None

��$��"��''��"��#��"��'��+��"��!�

��"��]�~�~�{�#��'*��!��$��!��'��"!�/�"��*��B��*��?@BJ��]B�}��?@BX�

Gender African Asian Coloured White Total

Female 0 0 0 0

Male 0 0 0 0

TOTAL 0 0 0 0


Employees with a disability

0 0 0 0

Total number of employees whose salaries exceeded the grades determined by job evaluation None

3.5. Employment changes

�� *�� '�� '*��!'�� #�� !�� *�� '*��!'�� *�#�� *��'��$��"��*��''�!��"!��!�"��*��#��"��$��

Table 3.5.1 Annual turnover rates by salary band for the period 1 April 2016 and 31 March 2017.

Salary band Number of employees at be-ginning of period-1 April 2016

Appointments and transfers into the department

Terminations and transfers out of the department

Turnover rate

Lower skilled (level 1-2) 0 0 0 0Skilled (level 3-5) 32 1 3 9.38Highly skilled production (level 6-8) 153 23 14 9.21Highly skilled supervision (level 9-12) 196 13 17 8.67SMS Band A 33 2 2 6.06SMS Band B 9 0 1 11.11SMS Band C 3 0 2 66.67TOTAL 426 39 39 9.15

Table 3.5.2 Annual turnover rates by critical occupation for the period 1 April 2016 and 31 March 2017.

Critical occupation Number of employees at beginning of period-April 2016



Turnover rate

Administrative related 7 0 0 0��+�$�5��*��hospitals, etc.

5 0 0 0

Client information clerks (switchboard, reception, infor-mation clerks)

2 0 0 0

Communication and informa-tion related

167 5 9 5.39





Turnover rate

Communication and informa-tion related

1 0 0 0

Finance and economics related 9 1 1 11.11Financial and related profes-sionals

9 0 0 0

Financial clerks and credit controllers

3 0 1 33.33

Food services aids and waiters 7 0 2 28.57HR and organisational develop-ment and related professionals

5 1 0 0

HR clerks 7 2 1 14.29HR related 4 2 2 50.00Language practitioners, inter-preters and other communica-tors

43 2 3 6.98

Library mail and related clerks 3 0 0 0Light vehicle drivers 2 1 0 0Logistical support personnel 2 0 0 0.00Material-recording and trans-port clerks, Permanent

12 0 1 8.33

Messengers, porters and deliv-erers, Permanent

6 0 0 0.00

Other administrative and related clerks and organisers, Perma-nent

22 3 1 4.55

Other administrative, policy and ��+�{�'��

2 1 0 0.00

Other IT personnel, Permanent 14 2 1 7.14Printing and related machine operators, Permanent

1 0 0 0.00





Turnover rate

Secretaries and other keyboard operating clerks, Permanent

56 4 3 5.36

��!��+�{�'�� 2 0 0 0.00Senior managers, Permanent 42 1 3 7.14Trade labourers, Permanent 4 0 0 0.00TOTAL 426 39 39 6.41

��"��"��$��#��'�/��$�!��&��*��'��

��"��]�E�]�\��$�!��&��*��'��*��B��*��?@BJ��]B�}��?@BX�

Termination type Number % of total resignations

Death 3 7.69Resignation 22 56.41Expiry of contract 2 5.13Dismissal – operational changes 0 0Dismissal – misconduct 1 2.56��'��!� 0 0Discharged due to ill-health 0 0Retirement 3 7.69Transfer to other Public Service departments 8 20.52Other 0 0TOTAL 39 100.00

Total number of employees who left as a % of total employment

39/426 9.15


Table 3.5.4 Promotions by critical occupation for the period 1 April 2016 and 31 March 2017.

Occupation Employees 1 April 2016

Promotions to another salary level

Salary level promotions as a % of employees by occupation

Progressions to another notch within a salary level

Notch progression as a % of employees by occupation

Administrative related 5 1 14.29 5 71.43��+�workshops, hospitals, etc.

5 0 0.00 4 80.00

Client information clerks (switchboard, reception, information clerks)

1 0 0.00 1 50.00

Communication and Information related 170 14 8.33 126 75.00Finance and economics related 7 0 0.00 7 77.78Financial and related professionals 10 1 11.11 4 44.44Financial clerks and credit controllers 3 1 33.33 2 66.67Food services aids and waiters 5 0 0.00 7 100.00HR and organisational development and related professions

6 0 0.00 4 80.00

HR clerks 6 0 0.00 5 71.43HR related 4 1 25.00 2 50.00Language practitioners, interpreters and other communicators

37 1 2.33 29 67.44

Library mail and related clerks 3 0 0.00 3 100.00Light vehicle drivers 2 0 0.00 1 50.00Logistical support personnel 2 0 0.00 1 50.00Material-recording and transport clerks 12 1 8.33 9 75.00Messengers, porters and deliverers 6 0 0.00 5 83.33Other administrative and related clerks, and organisers

24 0 0.00 16 72.73


Occupation Employees 1 April 2016


Salary level promotions as a % of employees by occupation


Notch progression as a % of employees by occupation

��'��+�*��!�� 3 0 0.00 2 100.00Other IT personnel 13 2 14.29 7 50.00Printing and related machine operators 1 0 0.00 0 0.00Secretaries and other keyboard operating clerks

54 1 1.79 36 64.29

��!�� 2 0 0.00 1 50.00Senior managers 45 0 0.00 31 73.81Statisticians and related professionals, Permanent

1 0 0.00 1 100.0

Trade labourers 1 0 0.00 3 75.00Trade labourers 1 0 0.00 3 75.00

Table 3.5.5 Promotions by salary band for the period 1 April 2016 and 31 March 2017.

Salary band Employees 1 April 2016


Salary bands promotions as a % of employees by salary level


Notch progression as a % of employees by salary bands

Lower skilled (level 1-2) 0 0 0 0 0Skilled (level 3-5) 32 1 3.12 0 JZ[Highly skilled production (level 6-8)

152 6 3.94 0 ~E[


196 17 8.67 0 B~@[

SMS (level 13-16) 45 3 4.44 0 X@[TOTAL 426 27 20.17 0 69%


3.6. Employment Equity

Table 3.6.1 Total number of employees (including EWD) in each of the following occupational categories as on 31 March 2017.

Occupational cat-egory

Male Female Total

African Coloured Indian White African Coloured Indian White

Legislators, ��and managers

14 3 1 5 12 3 3 1 42

Professionals 97 7 2 5 84 4 4 7 210Technicians and associate professionals

8 0 0 1 7 0 0 0 16

Clerks 28 3 1 1 93 6 1 3 135Service and sales workers

2 0 0 0 0 0 0 0 2

Skilled agriculture ��#��!�$�5��

0 0 0 0 0 0 0 0 0

Craft and related trades workers

7 0 0 0 11 1 0 1 20

Plant and machine operators and assemblers

3 0 0 0 3 0 0 0 6

Elementary occupations

0 0 0 0 0 0 0 0 0

TOTAL 159 13 3 12 210 14 8 12 431

EWD 4 1 0 1 1 0 0 1 8


Table 3.6.2 Total number of employees (including EWD) in each of the following occupational bands as on 31 March 2017.

Occupational band Male Female Total


Top Management 0 0 0 0 0 0 0 0 1SMS 14 3 1 5 11 3 3 1 41{��!�8��#��experienced specialists and mid-management

97 7 2 5 84 4 4 5 205

Skilled technical and ��'��!�8��#��$�5��+�junior management, supervisors, foreman and superintendents

36 5 0 1 100 6 1 4 153

Semi-skilled and discretionary decision-making

15 0 0 0 10 2 0 1 28

��5��#��decision-making

0 0 0 0 0 0 0 0 0

TOTAL 162 15 3 11 206 15 8 11 431

Table 3.6.3 Recruitment for the period 1 April 2016 to 31 March 2017.




3 0 0 0 9 1 0 0 13




Semi-skilled and discretionary decision-making

1 0 0 0 0 0 0 0 1


0 0 0 0 0 0 0 0 0

TOTAL 10 1 0 0 26 2 0 0 39

EWD 0 0 0 0 0 0 0 0 0

Table 3.6.4 Promotions for the period 1 April 2016 to 31 March 2017.




3 0 0 0 14 0 0 0 17

Skilled technical and academi-��!�8��#��$�5��+�/��management, supervisors, foreman and superintendents

1 0 0 0 0 5 0 0 6





0 0 0 0 0 0 0 0 0

TOTAL 7 0 0 0 15 5 0 0 27

EWD 0 0 0 0 0 0 0 0 0

Table 3.6.5 Terminations for the period 1 April 2016 to 31 March 2017.

Occupational band

Male Female Total


Top Manage-ment

1 0 0 0 1 0 0 0 2

SMS 2 0 0 0 1 0 0 0 3Professionally 8��#��experienced specialists and mid-manage-ment

10 0 0 2 3 0 0 2 17

Skilled tech-nical and academi-��!�8��#��workers, junior management, supervisors, foreman and superinten-dents

5 0 0 0 5 1 0 0 11

Semi-skilled and discretion-ary decision-making

0 0 0 0 4 1 0 1 6


Occupational band

Male Female Total


TOTAL 18 0 0 2 14 2 0 3 39

EWD 0 0 0 1 0 0 0 0 1

Table 3.6.6 Disciplinary action for the period 1 April 2016 to 31 March 2017.

Disciplinary action

Male Female Total


1 0 0 0 1 0 0 0 2

Table 3.6.7 Skills development for the period 1 April 2016 to 31 March 2017.

Occupational category

Male Female Total


Legislators, ��and managers

8 2 0 1 9 0 1 2 23

Professionals 9 0 0 0 7 0 1 3 20Technicians and associate professionals

1 0 0 0 6 0 0 0 7

Clerks 2 0 0 0 0 0 0 0 2Service and sales workers

0 0 0 0 0 0 0 0 0

Skilled agri-culture and #��!�$�5��

0 0 0 0 0 0 0 0 0


0 0 0 0 0 0 0 0 0



Male Female Total


Elementary occupations

0 0 0 0 0 0 0 0 0

TOTAL 20 2 0 1 22 0 2 5 52

EWD 0 0 0 0 0 0 0 0 0

3.7. Signing of performance agreements by SMS members.

Table 3.7.1 Signing of performance agreements by SMS members as on 31 May 2016.

SMS level Total number of funded SMS posts Total number of SMS members Total number of signed performance agreements

Signed performance agreements as % of total number of SMS members

DG/HoD 1 0 0 0Salary level 16 0 0 0 0Salary level 15 3 3 3 100Salary level 14 12 11 11 100Salary level 13 37 31 31 100TOTAL 53 45 45 100

Table 3.7.2 Reasons for not having concluded performance agreements for all SMS members as on 31 March 2017.

ReasonsNone

Table 3.7.3 Disciplinary steps taken against SMS members for not having concluded performance agreements as on 31 March 2017.

ReasonsNone


3.8. Performance rewards

To encourage good performance, the department has granted the following performance rewards during the year under review. The information is presented in terms of ��+��+��"��!+��!�"��*��#��"��$��

Table 3.8.1 Performance rewards by race, gender and disability for the period 1 April 2016 to 31 March 2017.

Race and Gender $�� Cost

{��%� ��%�� Number of employees % of total within group Cost (R’000) Average cost per employee

African

Male 101 151 66.89 1,128.16 11,169.87Female 129 207 62.32 1,137.83 8,820.39Asian

Male 3 3 100 71.09 23,697.84Female 8 8 100 134.11 16,763.75Coloured

Male 10 14 71.43 130.14 13,013.84Female 13 16 81.25 124.14 9,549.45White

Male 7 10 70 123.70 17,671.53Female 12 15 80 128.31 10,692.66TOTAL 283 424 66.67 2 977.45 10,549.48


Table 3.8.2 Performance rewards by salary band for personnel below SMS for the period 1 April 2016 to 31 March 2017.

Salary band $�� Cost Total cost as a % of the total personnel expenditure

Number of %��

Number of employees

% of total within salary bands

Total cost (R’000) Average cost per employee

Lower skilled (level 1-2) 0 0 0 0 0Skilled (level 3-5) 27 28 96 93.03 5 894.22Highly skilled production (level 6-8)

91 157 91 543.78 11 214.93


143 205 149 1 844.11 24 965.00

TOTAL 261 390 66.92 2 480.00 8,900.06

Table 3.8.3 Performance rewards by critical occupation for the period 1 April 2016 to 31 March 2017.

Critical occupation $�� Cost

{��%� ��%�� Number of employees % of total within occupation Total cost (R’000) Average cost per employee

Administrative related 5 5 57.14 46.41 11,602.29��+�workshops, hospitals, etc.

4 5 100.00 18.55 3,709.97

Client information clerks (switchboard, reception, information clerks)

1 1 0.00 0.00 0.00

Communication and infor-mation related

126 170 71.76 1,447.49 11,864.65

Finance and economics related

7 7 75.00 109.93 18,320.86

Financial and related professionals

4 10 40.00 25.65 6,412.49

Financial clerks and credit controllers

2 3 66.67 13.42 6,711.51




HR and organisational development and related professionals

4 6 33.33 15.24 7,621.50

HR clerks 5 6 50.00 21.39 7,128.75HR related 2 4 75.00 32.15 10,715.28Language practitioners, interpreters and other communicators

29 37 68.42 172.56 6,637.03

Library mail and related clerks

3 3 66.67 13.97 6,984.39

Light vehicle drivers 1 2 50.00 2.44 2,440.26Logistical support personnel

1 2 50.00 5.82 5,821.00

Material-recording and transport clerks

9 12 83.33 55.22 5,521.51

Messengers, porters and deliverers

5 6 83.33 17.18 3,436.57

Other administrative and related clerks and organisers

16 24 62.50 100.12 6,674.93

Other administrative *��!��

2 3 33.33 8.47 8,467.02

Other IT personnel 7 13 53.33 66.13 8,266.13Printing and related machine operators

0 1 100.00 2.48 2,476.64

Secretaries and other keyboard operating clerks

36 54 53.57 159.26 5,308.52




��!�� 1 2 50.00 2.48 2,476.64Senior managers 31 45 65.79 662.94 26,517.47Statisticians and elated professionals

0 1 100.00 7.61 7,606.24

Trade labourers 3 4 75.00 10.65 3,549.21TOTAL 311 431 66.67 3,038.25 10,549.48

Table 3.8.4 Performance related rewards (cash bonus), by salary band for SMS for the period 1 April 2016 to 31 March 2017.

Salary band $�� Cost Total cost as a % of the total personnel expenditure

Number of %��

Number of employees

% of total within salary bands

Total Cost (R’000) Average cost per employee

Band A 19.00 31.00 61.29 465.66 24,508.46 31,816.54Band B 7.00 8.00 87.50 219.55 31,364.73 11,938.07Band C 1.00 3.00 33.33 30.12 30,122.62 5,650.95TOTAL 27.00 42.00 64.29 715.34 26,493.94 49,405.56

3.9. Foreign workers

The tables below summarise the employment of foreign nationals in the department in terms of salary band and major occupation.

Table 3.9.1 Foreign workers by salary band for the period 1 April 2016 and 31 March 2017.

Salary band 1 April 2016 31 March 2017 Change

Number % of total Number % of total Number % Change

Lower skilled 0 0 0 0 0 0Highly skilled production (level 6-8)

0 0 0 0 0 0


0 0 0 0 0 0


Salary band 1 April 2016 31 March 2017 Change


Contract (level 9-12) 0 0 0 0 0 0Contract (level 13-16) 0 0 0 0 0 0TOTAL 0 0 0 0 0 0

Table 3.9.2 Foreign workers by major occupation between 1 April 2016 and 31 March 2017.

Major occupation 1 April 2016 31 March 2017 Change


N/A 0 0 0 0 0 0N/A 0 0 0 0 0 0

3.10. Leave utilisation

Table 3.10.1 Sick leave for the period 1 January 2016 to 31 December 2017.

Salary band Total days % Days with Medical ��

Number of Employ-ees using sick leave

% of total employ-ees using sick leave

Average days per employee

Estimated Cost (R’000)

Lower skills (level 1-2) 0 0 0 0 0 0Skilled (level 3-5) 224 61.09 32 7.51 7.13 131.00Highly skilled production (level 6-8)

1 021 52.53 157 34.14 6.59 1 053.00

Highly skilled supervision (level 9 -12)

1 454 60.56 185 43.34 7.93 2 889.00

Top Management and SMS (level 13-16)

245 54.59 36 8.47 6.54 875.00

TOTAL 2 944 56.49 410 100 7.14 5 196.00


Table 3.10.2 Disability leave (temporary and permanent) for the period 1 January 2016 to 31 December 2017.

Salary band Total days % Days with Medical ��

Number of Employ-ees using disability leave

% of total employ-ees using disability leave

Average days per employee

Estimated Cost (R’000)

Lower skilled (level 1-2) 0 0 0 0 0 0Skilled (level 3-5) 48 100 1 20 48 30.00Highly skilled production (level 6-8)

0 0 0 0 0 0


191 100 4 80 122 424.00

SMS (level 13-16) 0 0 0 0 0 0TOTAL 239 100 5 100 47.8 454.00

Table 3.10.3 Annual leave for the period 1 January 2016 to 31 December 2017.

Salary band Total days taken Number of employees using annual leave Average per employee

Lower skilled (level 1-2) 0 0 0Skilled (level 3-5) 747 12.05 62Highly skilled production (level 6-8) 3 380 15.87 213Highly skilled supervision (level 9-12) 4 247 18.88 225SMS (level 13-16) 1 103 22.06 50TOTAL 9 477 17.23 550

Table 3.10.4 Capped leave for the period 1 January 2016 to 31 December 2017.

Salary band Total days of capped leave taken

Number of Employees using capped leave

Average number of days taken per employee

Average capped leave per employee as on 31 March 2017

Lower skilled (level 1-2) 0 0 0 0Skilled (level 3-5) 0 0 0 45.97Highly skilled production (level 6-8) 1 1 1 29.06Highly skilled supervision (level 9-12) 1 1 1 31.36SMS (level 13-16) 3 1 3 41.65TOTAL 5 3 1.67 34.1


The following table summarises payments made to employees as a result of leave that was not taken.

Table 3.10.5 Leave payouts for the period 1 April 2016 and 31 March 2017.

Reason Total amount (R’000) Number of employees Average per employee (R’000)

Leave pay out for 2016/17 due to non-utilisation of leave for the previous cycle

0 0 0

Capped leave payouts on termination of service for 2016/17

1 064 15 70 919

Current leave payout on termination of service for 2016/17

273 13 20 990

TOTAL 1 337 28 47 738

3.11. HIV and AIDS and Health Promotion programmes

Table 3.11.1 Steps taken to reduce the risk of occupational exposure.

�� %�� ^�and related diseases (if any)

Key steps taken to reduce the risk

Table 3.11.2 Details of Health Promotion and HIV and AIDS programmes (tick the applicable boxes and provide the required information).

Question Yes No Details, if yes

1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the PSR, 2001? If so, provide her/his name and position.

X DH Nthite – Acting Director

?��*��'��*��#��&�'�'"��*�'��the health and well-being of your employees? If so, indicate the number of employees who are in-volved in this task and the annual budget that is available for this purpose

X Four employees with an annual budget of R650 000

3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of this programme.

X 24/7 365 days counselling through out-sourced services of ICAS.

�� \�� *��!�� {��!�}��'��


4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the PSR, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

X Wellness Committee:�� '��'�5�� 5��_�� \�'��"�� $�� }��*��'�� {��"�� }�5�� \��$�� 5�'"�� _�5�� _�"�� }��5��'"�� }��`��'�� '��$�"�

Question Yes No Details, if yes

5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

X The department’s employment policies and practices are revived annually and ��$�|��

�� \��'��{��!�� {��!�� '��{��!�� <'*��!'��{��!�� "�<��{��!�� <{}��{��!�� \��{��!�� {��!�� "��!�{��!�� *'��{��!�� \��'��{��!�

6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV positive from discrimination? If so, list the key elements of these measures.

X �� $��+�� '��

AIDS discrimination.


7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have you achieved.

X �� ?@BJHBX�#��!��+�BXE��~@�J[��'*��!��*��*��

during HCT sessions.�� B�X[��BXE��'*��!-

ees tested HIV positive.

8. Has the department developed measures/indicators to monitor and evaluate the impact of its Health Promotion Programme? If so, list these measures/indicators.

X Good attendance by employees during health-screening sessions. Good attendance by employees during health weeks.

3.12. Labour relations

Table 3.12.1 Collective agreements for the period 1 April 2016 and 31 March 2017.

Subject matter Date

None

Notes

�� $��'��+�5��*��*��"��$��$��|

Total number of collective agreements None

The following table summarises the outcome of disciplinary hearings conducted within the department for the year under review.

��"��]�B?�?�}��*��!��#��*��B��*��?@BJ��]B�}��?@BX�

Outcomes of disciplinary hearings Number % of total

Correctional counsellingVerbal warningWritten warningFinal written warningSuspended without payFineDemotion


Outcomes of disciplinary hearings Number % of total

Dismissal 1Not guiltyCase withdrawnTOTAL 1 100%

Notes

�� $��'��+�5��*��*��"��$��$��|

]��%� �� 1

Table 3.12.3 Types of misconduct addressed at disciplinary hearings for the period 1 April 2016 and 31 March 2017.

Type of misconduct Number % of total

Gross misconduct, gross dishonesty and gross dereliction of duties 1 B@@[Repeated absenteeism without authorisation, gross dereliction of duties and gross negligence

1 B@@[

TOTAL 2 100%

Table 3.12.4 Grievances logged between 1 April 2016 and 31 March 2017

Grievances Number % of Total

Number of grievances resolved 2Number of grievances not resolved 0Total number of grievances lodged 2 100%

Table 3.12.5 Disputes logged with councils for the period 1 April 2016 and 31 March 2017.

Disputes Number % of Total

Number of disputes upheld 0Number of disputes dismissed 0Total number of disputes lodged 0 0%


Table 3.12.6 Strike actions for the period 1 April 2016 and 31 March 2017.

Total number of persons working days lost 0Total costs working days lost 0Amount recovered as a result of no work no pay (R’000) 0

Table 3.12.7 Precautionary suspensions for the period 1 April 2016 and 31 March 2017

Number of people suspended 1Number of people whose suspension exceeded 30 days 1Average number of days suspended +- 383 daysCost of suspension (R’000) R864 903.00

3.13. Skills development

��&��*��'��$��5��*'��

��"��]�B]�B��#��*��B��*��?@BJ��]B�}��?@BX��


Gender Number of employees as at 1 April 2016

] ��

Training needs iden-�� reporting period

Skills programmes and other short courses

Other forms of train-ing

Total

��+��and managers

Female 0 39 0 39Male 0 13 0 13

Professionals Female 15 82 0 82Male 10 94 0 94

Technicians and associate professionals

Female 0 5 0 5Male 0 7 0 7

Clerks Female 12 80 0 80Male 8 19 0 19

Service and sales workers Female 0 0 0 0Male 0 0 0 0

Skilled agriculture and #��!�$�5��

Female 0 0 0 0Male 0 0 0 0



Gender Number of employees as at 1 April 2016

] ��

Training needs iden-�� reporting period

Skills programmes and other short courses

Other forms of training

Total


Female 0 39 0 39Male 0 13 0 13


Female 0 0 0 0Male 0 0 0 0


Female 0 0 0 0Male 0 2 0 2

Elementary occupations Female 0 3 0 3Male 0 4 0 4

Subtotal Female 27 209 0 209Male 18 139 0 139

TOTAL 45 348 0 348

Table 3.13.2 Training provided for the period 1 April 2016 and 31 March 2017.


Gender Number of employ-ees as at 1 April 2016

Training provided within the reporting period

Learnerships Skills programmes and other short courses


Total


Female 0 22 0 22Male 0 12 0 12

Professionals Female 0 72 0 72Male 0 63 0 63

Technicians and associate professionals

Female 0 6 0 6Male 0 2 0 2

Clerks Female 0 44 0 44Male 0 8 0 8

Service and sales workers Female 0 0 0 0Male 0 0 0 0



Gender Number of employ-ees as at 1 April 2016

Training provided within the reporting period

Learnerships Skills programmes and other short courses


Total

Skilled agriculture and #��!�$�5��

Female 0 0 0 0Male 0 0 0 0


Female 0 0 0 0Male 0 0 0 0


Female 0 1 0 1Male 0 1 0 1

Elementary occupations Female 0 4 0 4Male 0 0 0 0

Subtotal Female 0 149 0 149Male 0 86 0 86

TOTAL 0 235 235

3.14. Injury on duty

The following tables provide basic information on injury on duty.

Table 3.14.1 Injury on duty for the period 1 April 2016 and 31 March 2017.

Nature of injury on duty Number % of total

Required basic medical attention only 0Temporary total disablement 0Permanent disablement 0Fatal 0TOTAL 0


3.15. Utilisation of consultants

Table 3.15.1 Report on consultant appointments using appropriated funds for the period 1 April 2016 and 31 March 2017.

Project title Total number of consultants that worked on project Duration (work days) Contract value in Rand

None

Total number of projects Total individual consultants Total duration (work days) Total contract value in Rand

None

Table 3.15.2 Analysis of consultant appointments using appropriated funds, in terms of historically disadvantaged individuals (HDIs) for the period 1 April 2016 and 31 March 2017.

Project title Percentage ownership by HDI groups Percentage management by HDI groups

Number of consultants from HDI groups that work on the project

None

Table 3.15.3 Report on consultant appointments using donor funds for the period 1 April 2016 and 31 March 2017.

Project title Total number of consultants that worked on project

Duration (work days) Donor and contract value in Rand

None

Total number of projects Total individual consultants Total duration (work days) Total contract value in Rand

None

Table 3.15.4 Analysis of consultant appointments using donor funds in terms of HDIs for the period 1 April 2016 and 31 March 2017.

Project title Percentage ownership by HDI groups Percentage management by HDI groups

Number of consultants from HDI groups that work on the project

None


3.16. Severance packages

Table 3.16.1 Granting of employee initiated severance packages for the period 1 April 2016 and 31 March 2017.

Salary band Number of applications received Number of applications referred to the MPSA

Number of applications supported by MPSA

Number of packages approved by department

Lower skilled (level 1-2) 0 0 0 0Highly skilled production (level 6-8)

0 0 0 0


0 0 0 0

SMS (level 13-16) 0 0 0 0TOTAL 0 0 0 0


PART E: FINANCIAL INFORMATION


Report of the Auditor-General to Parliament on vote no. 46: Government Communication and Information System.

��

Opinion

B�� #��'��'��''��and Information System on pages 115 to 168, which comprise the �**�*�� '��+� ��'�� #�� *�� ]B� }��?@BX+� �� '�� #�� *��'��+� ��'�� ;�$��'�� !�� +��$�� #�� '��+� �� ''�!� �� #��accounting policies.

?�� '!��*��+��#��'��*��!+��'��*��+��#��*�� '��''�� '��!��'��]B�}��?@BX+��#��*��'��;�$��!��$��'��#��}��and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA).

Basis for opinion

3. I conducted my audit in accordance with the International Standards on Auditing (ISAs). My responsibilities under those standards are further ��"�� =��*��"��#��statements section of my report.

4. I am independent of the Government Communication and Information Systems in accordance with the International Ethics Standards Board for Accountants’ Code of ethics for professional accountants (IESBA code) together with the ethical requirements that are relevant to my audit in South �� #��'!�� *��"�� $��these requirements and the IESBA code.

E�� "��"��**�*��to provide a basis for my opinion.

Other matters

J�� $��'��"��$��}!��*��'��#��*��this matter.

7. The supplementary information set out on pages 169 to 181 does not form *��#��'��*��'��I have not audited these schedules and, accordingly, I do not express an opinion thereon.

��"�� %�� ^�� *��"��*�*��*��

��#��'��$��}��#��(MCS) and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and for such internal control as ��'��!��"��*�*��#��'��'�'��'��'��+�$��to fraud or error.

Z�� *�*��#��'��+��*��"��for assessing the Government Communication and Information System’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless there is an intention either to liquidate the department or to cease operations, or has there is no realistic alternative but to do so.

�� !�� %�� statements

B@��}!��"/��"��"��"��$��#��statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could ��"�!�"��>*��;��'��5��"��#��'��


BB�� *�� '!� ��*��"�� #��statements is included in the annexure to the auditor’s report.

Report on the audit of the annual performance report

Introduction and scope

12. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in terms thereof I have a ��*��"��!� �� *�� '�� #�� *�� *��'��information against predetermined objectives for selected programmes presented in the annual performance report. I performed procedures to ��!�#��"��>*��

13. My procedures address the reported performance information, which must be based on the approved performance planning documents of the Government Communication and Information Systems. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures also did not extend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part �� *��*��'�� '��!+�'!�#��extend to these matters.

14. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance '��'��*��'�$�5+��#��+��the following selected programmes presented in the annual performance report of the Government Communication and Information System for the !��]B�}��?@BX|

Programmes Pages in the annual performance report

{��''��?|��'��and Processing

38 – 51

{��''��]|��'��Coordination and Stakeholder Management

52 – 60

15. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

BJ��!��!�'��#��"��!��*��*��'��'��$��*��''��|

� �� {��''��?|��'��{�� {��''��]|��'��5��

Management.

Report on audit of compliance with legislation

Introduction and scope

17. In accordance with the PAA and the general notice issued in terms thereof ��*��"��!��*��'��#��'*��'��''��'��!��'��$��*��#��'�� 5�!� �� *��'�� *�� !� #�� "�� gather evidence to express assurance.

B^��!��!�'��#��*��'*��for the applicable subject matters.

Other information

BZ�� *��"�� '��information comprises the information included in the annual report. The �� '�� #�� '��+� �� =��report thereon and those selected programmes presented in the annual *��'��*��"��*��#��!��*��=��report.

?@��}!� �*�� #�� '�� #�� *��performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.


21. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially �� $�� #�� '�� *��''��presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed on the other information obtained prior to the date of this auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report that fact.

^��

??��'!��#��'��+�reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance thereon. I ��!��!��#��#��

Pretoria31 July 2017

Annexure – Auditor-General’s responsibility for the audit1. As part of an audit in accordance with the ISAs, I exercise professional

judgement and maintain professional scepticism throughout my audit of the ��*�� #�� '��+� �� *�� *��'�� *��performance information for selected programmes and on the Constitutional Institution’s compliance with respect to the selected subject matters.

Financial statements?�� '!��*��"��!��*��#��'��

��"��=��*��+��|�

�� !��5��'��'��'��*��#��statements whether due to fraud or error, design and perform audit procedures ��*�� 5�+� �� "�� appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

�� obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for ��*�*��>*��*��&��institution’s internal control.

�� evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the ��

�� **�*��"�� *�*�� #��'��I also conclude, based on the audit evidence obtained, whether a material ��!� �>�� '�!� �� #��doubt on the Government Communication and Information System ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related �� #�� '�� "�� '�� !� �+� �� 8��+� �� '��!� �� *�� #��statements. My conclusions are based on the information available to me at the date of the auditor’s report. However, future events or conditions may cause a constitutional institution to cease to continue as a going concern.


� �� *��+� �� #��'��+��+��$��#��'��represent the underlying transactions and events in a manner that achieves fair presentation.

�� "��**�*��#��'��

��*��'��=��>*��*��#��'��I am responsible for the direction, supervision and performance of the audit.

I remain solely responsible for my audit opinion.

Communication with those charged with governance

]�� ''��$��+��'��'��+�� *�� *�� '�� #�� #��+��!��#��#�� !��my audit.

~�� #'��'*��$��requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and here applicable, related safeguards.


Annual Financial Statements For GOVERNMENT COMMUNICATION AND INFORMATION SYSTEM for the year ended 31 March 2017

Appropriation Statement 115 Notes to the Appropriation Statement 146

Statement of Financial Performance 148 Statement of Financial Position 148 Statement of Changes in Net Assets 149 Cash Flow Statement 149 Accounting Policies 150 Notes to the Annual Financial Statements 154 Annexures 169


Appropriation per programme

2016/17 2015/16

Voted funds and Direct chargesAdjusted

AppropriationVirement Final

AppropriationActual

ExpenditureVariance Expenditure

as % of ��

appropriation

FinalAppropria-

tion

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

1. Administration 144,233 5,161 149,394 147,359 2,035 Z^�J[ 144,921 144,9202. Content Processing and Dissemination

136,100 (1,070) 135,030 134,830 200 ZZ�Z[ 127,088 126,854

3. Intergovernmental Coordination and Stakeholder

Management

104,923 (4,091) 100,832 97,941 2,891 ZX�B[ 93,467 93,467

TOTAL 385,256 - 385,256 380,130 5,126 98.7% 365,476 365,241

�� Add:

4,203Departmental receipts 3,995

�� (total revenue) 389,251 369,679

365,241�� }�� #��';��


��

2016/17 2015/16

AdjustedAppropriation

Virement FinalAppropriation

ActualExpenditure

Variance Expenditure�|��appropriation

FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 384,094 (1,685) 382,409 376,979 5,430 98.6% 363,239 362,855

Compensation of employees 222,801 (1,163) 221,638 216,536 5,102 ZX�X[ 202,676 202,461Salaries and wages 195,187 189 195,376 191,231 4,145 ZX�Z[ 178,532 178,346Social contributions 27,614 (1,352) 26,262 25,305 957 ZJ�~[ 24,144 24,115Goods and services 161,293 (522) 160,771 160,443 328 ZZ�^[ 160,563 160,394Administrative fees 695 (158) 537 537 - B@@�@[ 478 478Advertising 4,058 (1,411) 2,647 2,645 2 ZZ�Z[ 5,078 5,078Minor assets 222 62 284 282 2 ZZ�][ 156 156��|�<>�� 1,988 480 2,468 2,467 1 B@@�@[ 2,349 2,349��|�<'*��!�� 416 302 718 702 16 ZX�^[ 460 460��|��*��'�� 1,216 (326) 890 891 (1) B@@�B[ 700 679Communication (G&S) 8,943 (164) 8,779 8,628 151 Z^�][ 9,880 9,988Computer services 14,553 51 14,604 14,604 - B@@�@[ 15,129 15,129��|��!�� 1,704 (1,620) 84 84 - B@@�@[ 2,349 2,349Laboratory services - 5 5 5 - B@@�@[ - -Legal services 475 321 796 796 - B@@�@[ 740 740Contractors 3,512 (218) 3,294 3,294 - B@@�@[ 3,894 3,895Agency and support/outsourced services 5,425 (707) 4,718 4,718 - B@@�@[ 3,481 3,460Fleet services (including government motor transport)

1,234 190 1,424 1,423 1 ZZ�Z[ 1,999 2,000

Consumable supplies 731 (208) 523 523 - B@@�@[ 711 709��'�"��|��!+�*��supplies

3,664 (884) 2,780 2,782 (2) B@@�B[ 3,108 3,118

Operating leases 48,185 3,503 51,688 51,688 - B@@�@[ 47,582 47,556


��

2016/17 2015/16



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Property payments 6,045 3,258 9,303 9,302 1 B@@�@[ 8,813 8,799Travel and subsistence 17,680 (37) 17,643 17,486 157 ZZ�B[ 21,223 21,137Training and development 1,814 (1,197) 617 617 - B@@�@[ 829 827Operating payments 38,246 (1,434) 36,812 36,811 1 B@@�@[ 30,948 30,833Venues and facilities 327 (310) 17 17 - B@@�@[ 546 545Rental and hiring 160 (20) 140 141 (1) B@@�X[ 110 109Transfers and subsidies 56 1,163 1,219 1,205 14 98.9% 1,020 1,019

Departmental agencies & accounts 56 - 56 45 11 80.4% 57 56Departmental agencies (non-business entities)

56 - 56 45 11 80.4% 57 56

Households - 1,163 1,163 1,160 3 ZZ�X[ 963 963��"��#�� - 1,163 1,163 1,160 3 ZZ�X[ 963 963Payments for capital assets 1,106 522 1,628 1,627 1 99.9% 1,217 1,216

��#>�� - 31 31 31 - B@@�@[ 81 81Building - 31 31 31 - B@@�@[ 81 81Machinery and equipment 855 689 1,544 1,543 1 ZZ�Z[ 1,136 1,135Other machinery and equipment 855 689 1,544 1,543 1 ZZ�Z[ 1,136 1,135Software and other intangible assets 251 (198) 53 53 - B@@�@[ - ->�� - - - 319 (319) - - 151

Total 385,256 - 385,256 380,130 5,126 98.7% 365,476 365,241


Programme 1: Administration

2016/17 2015/16

Subprogramme AdjustedAppropriation


ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

1.1 Departmental Management 7,169 (1,261) 5,928 5,643 285 ZE�?[ 6,479 6,4791.2 Corporate Services 50,095 (2,157) 47,938 47,177 761 Z^�~[ 50,828 50,8291.3 Financial Administration 30,746 2,306 33,052 32,325 727 ZX�^[ 29,755 29,7541.4 Internal Audit 7,632 501 8,133 7,871 262 ZJ�^[ 7,720 7,719B�E��''�� 48,571 5,772 54,343 54,343 - B@@�@[ 50,139 50,139TOTAL 144,233 5,161 149,394 147,359 2,035 98.6% 144,921 144,920

��

2016/17 2015/16

Programme 1 per ��



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 143,659 4,842 148,501 146,445 2,056 Z^�J[ 144,088 144,045Compensation of employees 64,087 (1,850) 62,237 60,203 2,034 ZJ�X[ 59,505 59,506

Salaries and wages 56,203 (1,226) 54,977 53,378 1,599 ZX�B[ 52,546 52,542Social contributions 7,884 (624) 7,260 6,825 435 Z~�@[ 6,959 6,964Goods and services 79,572 6,692 86,264 86,242 22 B@@�@[ 84,583 84,539Administrative fees 226 (86) 140 140 - B@@�@[ 151 151Advertising 537 (335) 202 201 1 ZZ�E[ 511 511


��

2016/17 2015/16

Programme 1 per ��



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Minor assets 85 60 145 144 1 ZZ�][ 68 68��|�<>�� 1988 480 2,468 2,467 1 B@@�@[ 2,349 2,349��|�<'*��!�� 416 302 718 702 16 ZX�^[ 460 460��|��*��'�� 80 2 82 83 (1) B@B�?[ 60 60Communication (G&S) 1,319 181 1,500 1,500 - B@@�@[ 1,494 1,606Computer services 11,101 (51) 11,050 11,050 - B@@�@[ 12,062 12,062��|��advisory services

80 4 84 84 - B@@�@[ 108 108

Laboratory services - 5 5 5 - B@@�@[ - -Legal services 475 103 578 578 - B@@�@[ 572 572Contractors 2,026 109 2,135 2,135 - B@@�@[ 2,513 2,513Agency and support/outsourced services

173 (144) 29 29 - B@@�@[ 39 39

Fleet services (including government motor transport)

113 66 179 179 - B@@�@[ 167 167

Consumable supplies 231 29 260 260 - B@@�@[ 465 464��'�"��|��!+�*��**��

970 (247) 723 724 (1) B@@�B[ 902 916

Operating leases 47,156 3,709 50,865 50,865 - B@@�@[ 46,686 46,685Property payments 5,947 3,287 9,234 9,233 1 B@@�@[ 8,760 8,747Travel and subsistence 2,228 (58) 2,170 2,166 4 ZZ�^[ 3,709 3,674Training and development 1,814 (1,197) 617 617 - B@@�@[ 384 383Operating payments 2,598 476 3,074 3,074 - B@@�@[ 3,112 2,993Rental and hiring 9 (3) 6 6 - B@@�@[ 11 11Transfers and subsidies 44 221 265 263 2 99.2% 150 150


��

2016/17 2015/16

Programme 1 per [��



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Departmental agencies and accounts

44 - 44 42 2 ZE�E[ 46 46

Departmental agencies (non-business entities)

44 - 44 42 2 ZE�E[ 46 46

Households - 221 221 221 - B@@�@[ 104 104��"��#�� - 221 221 221 - B@@�@[ 104 104Payments for capital assets 530 98 628 627 1 99.8% 683 683

��#>��structures

- 31 31 31 - B@@�@[ 81 81

Building - 31 31 31 - B@@�@[ 81 81Machinery and equipment 490 107 597 596 1 ZZ�^[ 602 602Other machinery and equipment 490 107 597 596 1 ZZ�^[ 602 602Software and other intangible assets

40 (40) - - - - - -

>�� - - - 24 (24) - - 42

TOTAL 144,233 5,161 149,394 147,359 2,035 98.6% 144,921 144,920

Subprogramme 1.1: Departmental Management

[��2016/17 2015/16


Virement Final ActualExpenditure


FinalAppropriation

Actual

R'000 R'000 Appropriation R'000 R'000 % R'000 expenditure

Current payments 7,147 (1,236) 5,911 5,626 285 ZE�?[ 6,391 6,372Compensation of employees 6,336 (1,749) 4,587 4,301 286 Z]�^[ 4,101 4,101


Subprogramme 1.1: Departmental Management

[��2016/17 2015/16


Virement Final ActualExpenditure


FinalAppropriation

Actual

R'000 R'000 Appropriation R'000 R'000 % R'000 expenditure

Salaries and wages 5,613 (1,535 4,078 3,865 213 Z~�^[ 3,710 3,710Social contributions 723 (214) 509 436 73 ^E�X[ 391 391Goods and services 811 513 1,324 1,325 (1) B@@�B[ 2,290 2,271Administrative fees 14 (2) 12 12 - B@@�@[ 18 18Advertising - 6 6 6 - B@@�@[ - -Minor assets 3 (1) 2 2 - B@@�@[ 2 2��|��*��'�� 6 3 9 9 - B@@�@[ 4 4Communication (G&S) 173 37 210 210 - B@@�@[ 254 254Computer services - 1 1 1 - B@@�@[ 1 1��|��advisory services

- 22 22 22 - B@@�@[ - -

Legal services 45 8 53 53 - B@@�@[ 170 170Contractors - - - - - B@@�@[ 2 2Fleet services (including government motor transport)

7 6 13 13 - B@@�@[ 12 12


113 (50) 63 63 - B@@�@[ 83 83

Operating leases 34 41 75 75 - B@@�@[ 40 40Travel and subsistence 390 352 742 743 (1) B@@�B[ 1,553 1,535Training and development - - - - - B@@�@[ 25 25Operating payments - 85 85 85 - B@@�@[ 106 105Payments for capital assets 42 (25) 17 17 - 100.0% 88 88

Machinery and equipment 42 (25) 17 17 - B@@�@[ 88 88Other machinery and equipment 42 (25) 17 17 - B@@�@[ 88 88{�!'��#�� - - - - - - - 19TOTAL 7,189 (1,261) 5,928 5,643 285 95.2% 6,479 6,479


Subprogramme 1.2: Corporate Services

2016/17 2015/16

[�� AdjustedAppropriation


ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 49,897 (2,448) 47,449 46,666 783 Z^�][ 50,565 50,543Compensation of employees 28,459 (468) 27,991 27,231 760 ZX�][ 29,467 29,468Salaries and wages 25,116 (114) 25,002 24,361 641 ZX�~[ 26,156 26,152Social contributions 3,343 (354) 2,989 2,870 119 ZJ�@[ 3,311 3,316Goods and services 21,438 (1,980) 19,458 19,435 23 ZZ�Z[ 21,098 21,075Administrative fees 40 (24) 16 16 - B@@�@[ 16 16Advertising 520 (329) 191 190 1 ZZ�E[ 505 505Minor assets 65 (27) 38 37 1 ZX�~[ 12 12��|�<'*��!�� 416 302 718 702 16 ZX�^[ 460 460��|��*��'�� 74 (5) 69 70 (1) B@B�~[ 51 51Communication (G&S) 583 145 728 728 - B@@�@[ 735 847Computer services 11,060 (74) 10,986 10,986 - B@@�@[ 11,920 11,920��|��advisory services

50 (13) 37 37 - B@@�@[ 91 91

Legal services 430 53 483 483 - B@@�@[ 402 402Contractors 2,026 (698) 1,328 1,328 - B@@�@[ 2,042 2,042Agency and support / outsourced services

173 (144) 29 29 - B@@�@[ 39 39


13 (6) 7 7 - B@@�@[ 20 20

Consumable supplies 104 (12) 92 92 - B@@�@[ 78 77��'�"��|��!+�*��**��

365 (65) 300 300 - B@@�@[ 275 276

Operating leases 108 15 123 123 - B@@�@[ 123 123Travel and subsistence 1,100 (187) 913 907 6 ZZ�][ 1,207 1,184


Subprogramme 1.2: Corporate Services

2016/17 2015/16



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Training and development 1,814 (1,215) 599 599 - B@@�@[ 295 294Operating payments 2,488 307 2,795 2,795 - B@@�@[ 2,816 2,705Rental and hiring 9 (3) 6 6 - B@@�@[ 11 11Transfers and subsidies - 119 119 119 - 100.0% 41 41

Households - 119 119 119 - B@@�@[ 41 41��"��#�� - 119 119 119 - B@@�@[ 41 41Payments for capital assets 198 172 370 369 1 99.7% 222 222


- 6 6 6 - B@@�@[ - -

Buildings - 6 6 6 - B@@�@[ - -Machinery and equipment 158 206 364 363 1 ZZ�X[ 222 222Other machinery and equipment 158 206 364 363 1 ZZ�X[ 222 222Software and other intangible assets

40 (40) - - - - - -

>�� - - - 23 (23) - - 23

TOTAL 50,095 (2,157) 47,938 47,177 761 98.4% 50,828 50,829

Subprogramme 1.3: Financial Administration

[��2016/17 2015/16



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 30,437 2,260 32,697 31,972 725 ZX�^[ 29,361 29,360Compensation of employees 24,047 382 24,429 23,704 725 ZX�@[ 21,149 21,149



[��2016/17 2015/16



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Salaries and wages 20,780 439 21,219 20,678 541 ZX�E[ 18,380 18,380Social contributions 3,267 (57) 3,210 3,026 184 Z~�][ 2,769 2,769Goods and services 6,390 1,878 8,268 8,268 - B@@�@[ 8,212 8,211Administrative fees 157 (46) 111 111 - B@@�@[ 110 110Advertising 17 (12) 5 5 - B@@�@[ 6 6Minor assets 8 88 96 96 - B@@�@[ 52 52��|��*��'�� - 2 2 2 - B@@�@[ 4 4Communication (G&S) 494 (14) 480 480 - B@@�@[ 430 430Computer services 1 7 8 8 - B@@�@[ 74 74Laboratory services - 5 5 5 - - - -Legal services - 28 28 28 - B@@�@[ - -Contractors - 807 807 807 - B@@�@[ 469 469Fleet services (including government motor transport)

90 68 158 158 - B@@�@[ 131 131


458 (127) 331 332 (1) B@@�][ 521 534

Operating leases 370 (178) 192 192 - B@@�@[ 365 365Property payments 3,979 1,355 5,334 5,333 1 B@@�@[ 4,738 4,725Travel and subsistence 639 (230) 409 409 - B@@�@[ 759 765Training and development - 18 18 18 - B@@�@[ 34 34Operating payments 80 70 150 150 - B@@�@[ 154 147Transfers and subsidies 44 87 131 129 2 98.5% 103 103


44 - 44 42 2 ZE�E[ 46 46



[��2016/17 2015/16



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


44 - 44 42 2 ZE�E[ 46 46

Households - 87 87 87 - B@@�@[ 57 57��"��#�� - 87 87 87 - B@@�@[ 57 57Payments for capital assets 265 (41) 224 224 - 100.0% 291 291


- 25 25 25 - B@@�@[ 81 81

Buildings - 25 25 25 - B@@�@[ 81 81Machinery and equipment 265 (66) 199 199 - B@@�@[ 210 210Other machinery and equipment 265 (66) 199 199 - B@@�@[ 210 210>�� - - - - - - - -

TOTAL 30,746 2,306 33,052 32,325 727 97.8% 29,755 29,754

Subprogramme 1.4: Internal Audit

2016/17 2015/16

[��



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 7,607 494 8,101 7,838 263 96.8% 7,632 7,631

Compensation of employees 5,245 (15) 5,230 4,967 263 ZE�@[ 4,788 4,788Salaries and wages 4,694 (16) 4,678 4,474 204 ZE�J[ 4,300 4,300Social contributions 551 1 552 493 59 ^Z�][ 488 488Goods and services 2,362 509 2,871 2,871 - B@@�@[ 2,844 2,843Administrative fees 15 (14) 1 1 - B@@�@[ 7 7


Subprogramme 1.4: Internal Audit

2016/17 2015/16

[��



ActualExpenditure


FinalAppropriation

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Minor assets 9 - 9 9 - B@@�@[ 2 2��|�<>�� 1,988 480 2,468 2,467 1 B@@�@[ 2,349 2,349��|��*��'�� - 2 2 2 - B@@�@[ 1 1Communication 69 13 82 82 - B@@�@[ 75 75Computer services 40 15 55 55 - B@@�@[ 67 67��|��advisory services

30 (5) 25 25 - B@@�@[ 17 17

Legal services - 14 14 14 - B@@�@[ - -Fleet services (including government motor transport)

3 (2) 1 1 - B@@�@[ 4 4


34 (5) 29 29 - B@@�@[ 23 23

Operating leases 41 (9) 32 32 - B@@�@[ 41 40Travel and subsistence 99 7 106 107 (1) B@@�Z[ 190 190Training and development - - - - - - 30 30Operating payments 30 14 44 44 - B@@�@[ 36 36Transfers and subsidies - 15 15 15 - 100.0% 6 6

Households - 15 15 15 - B@@�@[ 6 6��"��#�� - 15 15 15 - B@@�@[ 6 6Payments for capital assets 25 (8) 17 17 - 100.0% 82 82

Machinery and equipment 25 (8) 17 17 - B@@�@[ 82 82Other machinery and equipment 25 (8) 17 17 - B@@�@[ 82 82>�� - - - 1 (1) - - -

TOTAL 7,632 501 8,133 7,871 262 96.8% 7,720 7,719


��%� �� ;*<��"��

2016/17 2015/16

[��Adjusted


AppropriationActual


�|��appropriation

FinalAppropria-

tion

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 48,571 5,772 54,343 54,343 - B@@�@[ 50,139 50,139Goods and services 48,571 5,772 54,343 54,343 - B@@�@[ 50,139 50,139Operating leases 46,603 3,840 50,443 50,443 - B@@�@[ 46,117 46,117Property payments 1,968 1,932 3,900 3,900 - B@@�@[ 4,022 4,022TOTAL 48,571 5,772 54,343 54,343 * 100.0% 50,139 50,139

Programme 2: Content Processing and Dissemination

2016/17 2015/16

SubprogrammeAdjusted


AppropriationActual



FinalAppropria-

tion

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

2.1 Programme Management for Content Processing and Dissemination

3,411 (633) 2,778 2,778 - B@@�@[ 2,984 2,984

2.2 Policy and Research 32,905 (1,357) 31,548 31,548 - B@@�@[ 29,582 29,5662.3 Products and Platforms 47,004 (2,591) 44,413 44,413 - B@@�@[ 42,612 42,3952.4 Communication Service Agency

52,780 3,511 56,291 56,091 200 ZZ�J[ 51,910 51,909

TOTAL 136,100 (1,070) 135,030 134,830 200 99.9% 127,088 126,854


��

2016/17 2015/16

Programme 2 per Economic ��



ActualExpenditure


FinalAppropria-

tion

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 135,604 (1,175) 134,429 133,958 471 99.6% 126,270 126,020

Compensation of employees 74,346 3,461 77,807 77,608 199 ZZ�X[ 70,607 70,390Salaries and wages 65,181 4,188 69,369 69,170 199 ZZ�X[ 62,682 62,501Social contributions 9,165 (727) 8,438 8,438 - B@@�@[ 7,925 7,889Administrative fees 222 4 226 226 - B@@�@[ 175 175Advertising 2,519 (675) 1,844 1,844 - B@@�@[ 3,813 3,813Minor assets 41 43 84 83 1 Z^�^[ 45 45��|��*��'�� 257 (203) 54 54 - B@@�@[ 117 117Communication 2,958 (120) 2,838 2,688 150 Z~�X[ 3,524 3,524Computer services 3,436 100 3,536 3,536 - B@@�@[ 3,064 3,064��|��!�services

1,619 (1,619) - - - - 2,238 2,238

Legal services - 109 109 109 - B@@�@[ 84 84Contractors 260 55 315 315 - B@@�@[ 145 146Agency and support/outsourced services

5,252 (563) 4,689 4,689 - B@@�@[ 3,442 3,421


74 (30) 44 44 - B@@�@[ 23 23


1,756 (195) 1,561 1,562 (1) B@@�B[ 1,452 1,452


��

2016/17 2015/16

Programme 2 per economic ��



ActualExpenditure


FinalAppropria-

tion

Actualexpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Operating leases 309 16 325 325 - B@@�@[ 303 303Property payments 2 2 4 4 - B@@�@[ - -Travel and subsistence 7,785 (13) 7,772 7,651 121 Z^�~[ 9,560 9,548Training and development - - - - - - 401 401Operating payments 34,330 (1,265) 33,065 33,064 1 B@@�@[ 26,690 26,690Venues and facilities 170 (170) - - - - 425 424Rental and hiring - 7 7 7 - B@@�@[ 26 26Transfers and subsidies - 86 86 85 1 98.8% 587 587

Households - 86 86 85 1 Z^�^[ 587 587��"��#�� - 86 86 85 1 Z^�^[ 587 587Payments for capital assets 496 19 515 515 - 100.0% 231 230

Machinery and equipment 285 177 462 462 - B@@�@[ 231 230Other machinery and equipment 285 177 462 462 - B@@�@[ 231 230Software and other intangible assets

211 (158) 53 53 - B@@�@[ - -

>�� - - - 272 (272) - - 17

TOTAL 136,100 (1,070) 135,030 134,830 200 99.9% 127,088 126,854


Subprogramme 2.1: Programme Management for Content Processing and Dissemination

2016/17 2015/16



ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 3,381 (649) 2,732 2,732 - 100.0% 2,929 2,921

Compensation of employees 3,043 (584) 2,459 2,459 - B@@�@[ 2,538 2,538Salaries and wages 2,709 (485) 2,224 2,224 - B@@�@[ 2,294 2,294Social contributions 334 (99) 235 235 - B@@�@[ 244 244Goods and services 338 (65) 273 273 - B@@�@[ 391 383Administrative fees 5 (3) 2 2 - B@@�@[ 2 2Advertising - - - - - - 3 3��|��*��'�� 10 (8) 2 2 - B@@�@[ - -Communication 102 (36) 66 66 - B@@�@[ 86 86Legal services - 6 6 6 - B@@�@[ 84 84Fleet services (including govern-ment motor transport)

2 (2) - - - - - -


35 (35) - - - - 16 16

Travel and subsistence 170 25 195 195 - B@@�@[ 197 189Operating payments 6 (6) - - - - - -Transfers and subsidies - 20 20 20 - 100.0% - -

Households - 20 20 20 - B@@�@[ - -��"��#�� - 20 20 20 - B@@�@[ - -Payments for capital assets 30 (4) 26 26 - 100.0% 55 55

Machinery and equipment 30 (4) 26 26 - B@@�@[ 55 55Other machinery and equipment 30 (4) 26 26 - B@@�@[ 55 55>�� - - - - - - - 8

TOTAL 3,411 (633) 2,778 2,778 - 100.0% 2,984 2,984


Subprogramme 2.2: Policy and Research

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 32,855 (1,420) 31,435 31,436 (1) 100.0% 29,113 29,092

Compensation of employees 24,328 (856) 23,472 23,473 (1) B@@�@[ 22,305 22,306Salaries and wages 21,357 (328) 21,029 21,030 (1) B@@�@[ 19,920 19,921Social contributions 2,971 (528) 2,443 2,443 - B@@�@[ 2,385 2,385Goods and services 8,527 (564) 7,963 7,963 - B@@�@[ 6,808 6,786Administrative fees 18 (14) 4 4 - B@@�@[ 5 5Advertising 10 20 30 30 - B@@�@[ 145 145Minor assets 26 18 44 43 1 ZX�X[ 14 14��|��*��'�� 21 (19) 2 2 - B@@�@[ 28 28Communication 524 6 530 530 - B@@�@[ 422 422Computer services 1,299 386 1,685 1,685 - B@@�@[ 538 538��|��!�services

100 (100) - - - - 77 77

Legal services - 23 23 23 - B@@�@[ - -Contractors 60 (56) 4 4 - B@@�@[ 9 9Agency and support/outsourced services

5,180 (491) 4,689 4,689 - B@@�@[ 3,442 3,421


12 (3) 9 9 - B@@�@[ 7 7


240 (114) 126 127 (1) B@@�^[ 114 114

Operating leases 152 (50) 102 102 - B@@�@[ 111 111Travel and subsistence 527 10 537 537 - B@@�@[ 699 699Training and development - - - - - - 353 353



2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Operating payments 198 (54) 144 144 - B@@�@[ 420 420Venues and facilities 120 (120) - - - - 404 403Transfers and subsidies - 5 5 4 1 80.0% 440 440

Households - 5 5 4 1 ^@�@[ 440 440��"��#�� - 5 5 4 1 ^@�@[ 440 440Payments for capital assets 50 58 108 108 - 100.0% 29 29

Machinery and equipment 50 58 108 108 - B@@�@[ 29 29Other machinery and equipment 50 58 108 108 - B@@�@[ 29 29>�� - - - - - - - 5

TOTAL 32,905 (1,357) 31,548 31,548 - 100.0% 29,582 29,566

Subprogramme 2.3: Products and Platforms

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R’000 R’000 R’000 R’000 R’000 % R’000 R’000


Compensation of employees 20,605 3,516 24,121 24,121 - B@@�@[ 20,665 20,448Salaries and wages 17,974 3,493 21,467 21,467 - B@@�@[ 18,201 18,019Social contributions 2,631 23 2,654 2,654 - B@@�@[ 2,464 2,429Goods and services 26,240 (6,153) 20,087 19,932 155 ZZ�?[ 21,762 21,758Administrative fees 26 (21) 5 5 - B@@�@[ 7 7



2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Advertising - 5 5 5 - B@@�@[ 2,411 2,411Minor assets - 17 17 17 - B@@�@[ 6 6��|��*��'�� 70 (34) 36 36 - B@@�@[ 47 47Communication 476 88 564 414 150 X]�~[ 493 493Computer services 1,728 (464) 1,264 1,264 - B@@�@[ 2,118 2,118��|��!�services

1,427 (1,427) - - - - 2,161 2,161

Legal services - 28 28 28 - B@@�@[ - -Contractors - 136 136 136 - B@@�@[ - -Agency and support/outsourced services

72 (72) - - - B@@�@[ - -


11 3 14 14 - B@@�@[ 4 4


1,096 (431) 665 665 - B@@�@[ 655 655

Operating leases 75 (9) 66 66 - B@@�@[ 53 53Travel and subsistence 1,108 (496) 612 608 4 ZZ�][ 1,079 1,075Training and development - - - - - - 10 10Operating payments 20,115 (3,447) 16,668 16,667 1 B@@�@[ 12,660 12,660Rental and hiring - - - - - - 24 24Transfers and subsidies - 24 24 24 - 100.0% 128 128

Households - 24 24 24 - B@@�@[ 128 128��"��#�� - 24 24 24 - B@@�@[ 128 128Payments for capital assets 159 22 181 181 - 100.0% 57 57



2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Machinery and equipment 159 22 181 181 - B@@�@[ 57 57Other machinery and equipment 159 22 181 181 - B@@�@[ 57 57>�� - - - 155 (155) - - 4

TOTAL 47,004 (2,591) 44,413 44,413 - 100.0% 42,612 42,395

Subprogramme 2.4: Communication Service Agency

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 52,523 3,531 56,054 55,737 317 99.4% 51,801 51,801

Compensation of employees 26,370 1,385 27,755 27,555 200 ZZ�][ 25,099 25,098Salaries and wages 23,141 1,508 24,649 24,449 200 ZZ�?[ 22,267 22,267Social contributions 3,229 (123) 3,106 3,106 - B@@�@[ 2,832 2,831Goods and services 26,153 2,146 28,299 28,182 117 ZZ�J[ 26,702 26,703Administrative fees 173 42 215 215 - B@@�@[ 161 161Advertising 2,509 (700) 1,809 1,809 - B@@�@[ 1,254 1,254Minor assets 15 8 23 23 - B@@�@[ 25 25��|��*��'�� 156 (142) 14 14 - B@@�@[ 42 42Communication (G&S) 1,856 (178) 1,678 1,678 - B@@�@[ 2,523 2,523Computer services 409 178 587 587 - B@@�@[ 408 408��|��!�services

92 (92) - - - - - -


Subprogramme 2.4: Communication Service Agency

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Legal services - 52 52 52 - B@@�@[ - -Contractors 200 (25) 175 175 - B@@�@[ 136 137Fleet services (including government motor transport)

49 (28) 21 21 - B@@�@[ 12 12


385 385 770 770 - B@@�@[ 667 667

Operating leases 82 75 157 157 - B@@�@[ 139 139Property payments 2 2 4 4 - B@@�@[ - -Travel and subsistence 5,980 448 6,428 6,311 117 Z^�?[ 7,585 7,585Training and development - - - - - - 38 38Operating payments 14,011 2,242 16,253 16,253 - B@@�@[ 13,610 13,610Venues and facilities 50 (50) - - - - 21 21Rental and hiring - 7 7 7 - B@@�@[ 2 2Transfers and subsidies - 37 37 37 - B@@�@[ 19 19Households - 37 37 37 - B@@�@[ 19 19��"��#�� - 37 37 37 - B@@�@[ 19 19Payments for capital assets 257 (57) 200 200 - 100.0% 90 89

Machinery and equipment 46 101 147 147 - B@@�@[ 90 89Other machinery and equipment 46 101 147 147 - B@@�@[ 90 89Software and other intangible assets 211 (158) 53 53 - B@@�@[ - ->�� - - - 117 (117) - - -

TOTAL 52,780 3,511 56,291 56,091 200 99.6% 51,910 51,909


Programme 3: Intergovernmental Coordination and Stakeholder Management

2016/17 2015/16

SubprogrammeAdjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

3.1 Programme Management for Intergovernmental Coordination and Stakeholder Management

3,054 (19) 3,035 1,956 1,079 J~�~[ 2,856 2,856

3.2 Provincial and Local Liaison 73,273 (1,940) 71,333 70,058 1,275 Z^�?[ 68,045 68,0433.3 Media Engagement 13,183 (480) 12,703 12,174 529 ZE�^[ 13,198 13,2003.4 Cluster Supervision (Human Development, Social Protection and Governance and Administration

8,201 (1,566) 6,635 6,627 8 ZZ�Z[ 5,482 5,482

3.5 Cluster Supervision (Economic and Infrastructure, Justice and International)

7,212 (86) 7,126 7,126 - B@@�@[ 3,886 3,886

TOTAL 104,923 (4,091) 100,832 97,941 2,891 97.1% 93,467 93,467


2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


Compensation of employees 84,368 (2,774) 81,594 78,725 2,869 ZJ�E[ 72,564 72,565Salaries and wages 73,803 (2,773) 71,030 68,683 2,347 ZJ�X[ 63,304 63,303Social contributions 10,565 (1) 10,564 10,042 522 ZE�B[ 9,260 9,262Goods and services 20,463 (2,578) 17,885 17,851 34 ZZ�^[ 20,317 20,225



2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Administrative fees 247 (76) 171 171 - B@@�@[ 152 152Advertising 1,002 (401) 601 600 1 ZZ�^[ 754 754Minor assets 96 (41) 55 55 - B@@�@[ 43 43��|��*��'�� 879 (125) 754 754 - B@@�@[ 523 502Communication (G&S) 4,666 (225) 4,441 4,440 1 B@@�@[ 4,862 4,858Computer services 16 2 18 18 - B@@�@[ 3 3��|��!�services

5 (5) - - - - 3 3

Legal services - 109 109 109 - B@@�@[ 84 84Contractors 1,226 (382) 844 844 - B@@�@[ 1,236 1,236Fleet services (including government motor transport)

1,047 154 1,201 1,200 1 ZZ�Z[ 1,809 1,810


938 (442) 496 496 - B@@�@[ 754 750

Operating leases 720 (222) 498 498 - B@@�@[ 593 568Property payments 96 (31) 65 65 - B@@�@[ 53 52Travel and subsistence 7,667 34 7,701 7,669 32 ZZ�J[ 7,954 7,915Training and development - - - - - - 44 43Operating payments 1,318 (645) 673 673 - B@@�@[ 1,146 1,150Venue and facilities 157 (140) 17 17 - B@@�@[ 121 121Rental and hiring 151 (24) 127 128 (1) B@@�^[ 73 72Transfers and subsidies 12 856 868 857 11 Z^�X[ 283 282Departmental agencies and accounts

12 - 12 3 9 ?E�@[ 11 10



2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


12 - 12 3 9 ?E�@[ 11 10

Households - 856 856 854 2 ZZ�^[ 272 272

��"��#�� - 856 856 854 2 ZZ�^[ 272 272

Payments for capital assets 80 405 485 485 - 100.0% 303 303

Machinery and equipment 80 405 485 485 - B@@�@[ 303 303

Other machinery and equipment 80 405 485 485 - B@@�@[ 303 303

{�!'��#�� - - - 23 (23) - - 92

TOTAL 104,923 (4,091) 100,832 97,941 2,891 97.1% 93,467 93,467

Subprogramme 3.1: Programme Management for Intergovernmental Coordination and Stakeholder Management

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 3,054 (116) 2,938 1,859 1,079 63.3% 2,844 2,844

Compensation of employees 2,706 (97) 2,609 1,530 1,079 E^�J[ 2,323 2,324Salaries and wages 2,428 (97) 2,331 1,394 937 EZ�^[ 2,118 2,118Social contributions 278 - 278 136 142 ~^�Z[ 205 206Goods and services 348 (19) 329 329 - B@@�@[ 521 520Administrative fees 10 (7) 3 3 - B@@�@[ 5 5


Subprogramme 3.1: Programme Management for Intergovernmental Coordination and Stakeholder Management

2016/17 2015/16

[��Adjusted


AppropriationActual



FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

��|��*��'�� 5 - 5 5 - B@@�@[ 1 1Communication (G&S) 75 (10) 65 65 - B@@�@[ 82 82Legal services - 6 6 6 - B@@�@[ 84 84Fleet services (including government motor transport)

1 - 1 1 - B@@�@[ 1 1


35 (22) 13 13 - B@@�@[ 21 21

Travel and subsistence 215 17 232 232 - B@@�@[ 322 322Transfers and subsidies - 97 97 97 - 100.0% - -

Households - 97 97 97 - B@@�@[ - -��"��#�� - 97 97 97 - B@@�@[ - -Payments for capital assets - - - - - - 12 12

Machinery and equipment - - - - - - 12 12Other machinery and equipment - - - - - - 12 12TOTAL 3,054 (19) 3,035 1,956 1,079 64.4% 2,856 2,856

Subprogramme 3.2: Provincial and Local Liaison

2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


Compensation of employees 57,547 (1,072) 56,475 55,211 1,264 ZX�^[ 51,531 51,531



2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Salaries and wages 49,977 (1,081) 48,896 47,904 992 Z^�@[ 44,581 44,580Social contributions 7,570 9 7,579 7,307 272 ZJ�~[ 6,950 6,951Goods and services 15,636 (1,903) 13,733 13,718 15 ZZ�Z[ 16,218 16,179Administrative fees 175 (32) 143 143 - B@@�@[ 121 121Advertising 1,002 (403) 599 598 1 ZZ�^[ 728 728Minor assets 85 (36) 49 49 - B@@�@[ 32 32��|��*��'�� 479 (8) 471 471 - B@@�@[ 279 279Communication (G&S) 3,688 (361) 3,327 3,327 - B@@�@[ 3,834 3,834Computer services 16 2 18 18 - B@@�@[ - -Legal services - 68 68 68 - B@@�@[ - -Contractors 1,038 (216) 822 822 - B@@�@[ 1,198 1,198Fleet services (including government motor transport)

945 112 1,057 1,056 1 ZZ�Z[ 1,610 1,611

Consumable supplies 145 (67) 78 79 (1) B@B�][ 82 82��'�"��|��!+�*��**��

575 (263) 312 312 - B@@�@[ 606 606

Operating Leases 466 (86) 380 380 - B@@�@[ 416 410Property payments 96 (31) 65 65 - B@@�@[ 52 52Travel and subsistence 5,393 191 5,584 5,569 15 ZZ�X[ 6,057 6,018Training and development - - - - - - 35 35Operating payments 1,225 (609) 616 616 - B@@�@[ 1,019 1,025Venues and facilities 157 (140) 17 17 - B@@�@[ 93 93Rental and hiring 151 (24) 127 128 (1) B@@�^[ 56 55Transfers and subsidies 10 704 714 705 9 98.7% 121 120



2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


10 - 10 3 7 ]@�@[ 10 9

Departmental agencies(non-business entities)

10 - 10 3 7 ]@�@[ 10 9

Households - 704 704 702 2 ZZ�X[ 111 111��"��#�� - 704 704 702 2 ZZ�X[ 111 111Payments for capital assets 80 331 411 411 - 100.0% 175 175

Machinery and equipment 80 331 411 411 - B@@�@[ 175 175Other machinery and equipment 80 331 411 411 - B@@�@[ 175 175>�� - - - 13 (13) - - 38

TOTAL 73,273 (1,940) 71,333 70,058 1,275 98.2% 68,045 68,043

Subprogramme 3.3: Media Engagement

2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpend-

iture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 13,181 (535) 12,646 12,119 527 95.8% 13,034 13,007

Compensation of employees 10,398 (276) 10,122 9,596 526 Z~�^[ 10,515 10,515Salaries and wages 9,226 (298) 8,928 8,510 418 ZE�][ 9,354 9,354Social contributions 1,172 22 1,194 1,086 108 ZB�@[ 1,161 1,161Goods and services 2,783 (259) 2,524 2,523 1 B@@�@[ 2,519 2,492Administrative fees 38 (21) 17 17 - B@@�@[ 18 18



2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpend-

iture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Advertising - 2 2 2 - B@@�@[ 26 26Minor assets 1 - 1 1 - B@@�@[ 4 4��|��*��'�� 190 4 194 194 - B@@�@[ 136 136Communication (G&S) 544 165 709 709 - B@@�@[ 699 699Consultants business and advisory services

5 (5) - - - - 3 3

Legal services - 23 23 23 - B@@�@[ - -Contractors 188 (169) 19 19 - B@@�@[ 36 36Fleet services (including govern-ment motor transport)

96 41 137 137 - B@@�@[ 192 192


146 (65) 81 81 - B@@�@[ 95 91

Operating leases 164 (62) 102 102 - B@@�@[ 177 158Property payments - - - - - - 1 1Travel and subsistence 1,308 (133) 1,175 1,174 1 ZZ�Z[ 938 938Training and development - - - - - - 9 8Operating payments 78 (25) 53 53 - B@@�@[ 127 125Venues and facilities - - - - - - 28 28Rental and hiring - - - - - - 17 17Transfers and subsidies 2 55 57 55 2 96.5% 97 97


2 - 2 - 2 - 1 1


2 - 2 - 2 - 1 1



2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpend-

iture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Households - 55 55 55 - B@@�@[ 96 96��"��#�� - 55 55 55 - B@@�@[ 96 96Payments for capital assets - - - - - - 67 67

Machinery and equipment - - - - - - 67 67Other machinery and equipment - - - - - - 67 67>�� - - - - - - - 29

TOTAL 13,183 (480) 12,703 12,174 529 95.8% 13,198 13,200

Subprogramme 3.4: Cluster Supervision (Human Development, Social Protector)

2016/17 2015/16


Virement FinalAppropria-

tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


Compensation of employees 7,349 (1,389) 5,960 5,960 - B@@�@[ 4,859 4,859Salaries and wages 6,456 (1,283) 5,173 5,172 1 B@@�@[ 4,287 4,287Social contributions 893 (106) 787 788 (1) B@@�B[ 572 572Goods and services 852 (224) 628 620 8 Z^�X[ 599 578Administrative fees 10 (6) 4 4 - B@@�@[ 4 4Minor assets 10 (8) 2 2 - B@@�@[ 4 4��|��*��'�� 95 (55) 40 40 - B@@�@[ 51 30Communication (G&S) 198 (28) 170 169 1 ZZ�~[ 145 145


Subprogramme 3.4: Cluster Supervision (Human Development, Social Protector)

2016/17 2015/16


Virement FinalAppropria-

tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Computer services - - - - - - 3 3Legal services - 6 6 6 - B@@�@[ - -Fleet services (including govern-ment motor transport)

- 2 2 2 - B@@�@[ 3 3

Consumable supplies 35 (20) 15 14 1 Z]�][ 4 4��'�"��|��!+�*��**��

90 (71) 19 19 - B@@�@[ 18 18

Operating leases 18 (11) 7 7 - B@@�@[ - -Travel and subsistence 381 (19) 362 356 6 Z^�][ 367 367Operating payments 15 (14) 1 1 - B@@�@[ - -Payments for capital assets - 47 47 47 - 100.0% 24 24

Machinery and equipment - 47 47 47 - B@@�@[ 24 24Other machinery and equipment - 47 47 47 - B@@�@[ 24 24>�� - - - - - - - 21

TOTAL 8,201 (1,566) 6,635 6,627 8 99.9% 5,482 5,482

Subprogramme 3.5: Cluster Supervision (Economic and Infrastructure, Justice and International)

2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


Compensation of employees 6,368 60 6,428 6,428 - B@@�@[ 3,336 3,336Salaries and wages 5,716 (14) 5,702 5,703 (1) B@@�@[ 2,964 2,964


Subprogramme 3.5: Cluster Supervision (Economic and Infrastructure, Justice and International)

2016/17 2015/16

[��Adjusted


Appropria-tion

ActualExpenditure


FinalAppropria-

tion

Actualexpendi-

ture

R'000 R'000 R'000 R'000 R'000 % R'000 R'000


Social contributions 652 74 726 725 1 ZZ�Z[ 372 372Goods and services 844 (173) 671 661 10 Z^�E[ 460 456Administrative fees 14 (10) 4 4 - B@@�@[ 4 4Minor assets - 3 3 3 - B@@�@[ 3 3��|��*��'�� 110 (66) 44 44 - B@@�@[ 56 56Communication (G&S) 161 9 170 170 - B@@�@[ 102 98Legal services - 6 6 6 - B@@�@[ - -Contractors - 3 3 3 - B@@�@[ 2 2Fleet services (including government motor transport)

5 (1) 4 4 - B@@�@[ 3 3


92 (21) 71 71 - B@@�@[ 14 14

Operating leases 72 (63) 9 9 - B@@�@[ - -Travel and subsistence 370 (22) 348 338 10 ZX�B[ 270 270Operating payments - 3 3 3 - B@@�@[ - -Transfers and subsidies - - - - - - 65 65

Households - - - - - - 65 65��"��#�� - - - - - - 65 65Payments for capital assets - 27 27 27 - B@@�@[ 25 25Machinery and equipment - 27 27 27 - B@@�@[ 25 25Other machinery and equipment - 27 27 27 - B@@�@[ 25 25>�� - - - 10 (10) - - 4

TOTAL 7,212 (86) 7,126 7,126 - 100.0% 3,886 3,886


NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2017

1. Detail of transfers and subsidies as per Appropriation Act (after Virement): Detail of these transactions can be viewed in note 6 (Transfers and subsidies)

and Annexures 1A and 1B to the AFS.

~* �� }�� Virement):

Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

�* �� Detail of these transactions per category can be viewed in note 5 (Payments for

#��`��

4. Explanations of material variances from Amounts Voted (after Virement):

4.1 Per Programme Final Appropria-

tion

Actual Expenditure

Variance Variance as a % of Final Appropriation

R’000 R’000 R’000 %

Programme 1: Administration

149,394 147,359 2,035 1.4%

�� *�� {��''�� B|� ��'�� $�� '��!� ��'*��<'*��!�� \?�@]~�'�� $�� *��#��!� ��>��-sively appropriated in the Appropriation Act, 2016, which could not be utilised for any other purpose. This under spending was due to vacant posts that were not #��?@BJHBX�#��!��\??�@@@��'��!�"��R16 000) realised under Goods and Services.

4.2 Per Programme Final Appropria-

tion

Actual Expenditure

Variance Variance as a % of Final Appropria-tion

R’000 R’000 R’000 %

Programme 2: Content Processing and Dissemination

135,030 134,830 200 0.1%

��*��{��''��?|��{��'��-��$��'��!��'*��<'*��!��\BZZ�@@@��$��*��#-cally and exclusively appropriated in the Appropriation Act, 2016, which could not be used for any other purpose. The under spending was due to vacant posts ��$��#��?@BJHBX�#��!��\?X?�@@@��'��-ly communication of R150 000 and travel and subsistence of R121 000) realised under Goods and Services as a result of cost saving measures.

4.1 Per Programme Final Appro-priation

Actual Expenditure

Variance Variance as a % of Final Appropria-tion

R’000 R’000 R’000 %


100,832 97,941 2,891 2.9%

��*��{��''��]|��'��Stakeholder Management realised under Compensation of Employees (R2.869 '�� $��*��#��!��>��!��**�*�� **�*��Act, 2016, which could not be utilised for any other purpose. The under spending $��*��$��#��?@BJHBX�#��!��A saving of R34 000 (mainly travel and subsistence of R32 000) realised under Goods and Services as a result of cost saving measures.


4.2 Per Economic ��

Final Appropria-

tion

Actual Expenditure

Variance Variance as a [��`��Appropriation

R’000 R’000 R’000 R’000

Current expenditure

382,409 376,979 5,430 1.4%

Compensation of employees

221,638 216,536 5,102 ?�][

Goods and services 160,771 160,443 328 @�?[

Transfers and subsidies:

1,219 1,205 14 1.1%

Departmental agencies & accounts

56 45 11 BZ�J[

Households 1,163 1,160 3 @�][

Payment for capital assets

1,628 1,627 1 0.1%

Building & other #>��

31 31 - -

Machinery & equipment

1,544 1,543 1 @�B[

Software and other intangible assets

53 53 - -

Payment for ��

- 319 (319) -

�� *��'�� *�� Z^�X[� �� #�� **�*��+� $�� *��\E�B?J�'��B�][��**�*��spending realised mainly under Compensation of Employees (R5.1 million) in {��''��B|��'�� \?�@]~�'��+�{��''��?|��{�-��'��\?@@�@@@��{��''��]|��'��Coordination and Stakeholder Management (R2.869 million) that was spe-��#��!��>��!��**�*�� **�*��+�?@BJ+�$��could not be used for any other purpose. The underspending was due to ��*��$��#��?@BJHBX�#��!��under Goods and Services (R328 000) was mainly due to lesser communica-tion expenditure (R151 000) and travelling and subsistence (R157 000) as a result of cost saving measures. Transfers and Subsidies realised a saving of \B~�@@@+�'��!��{��''��]|��'��5�-holder Management due to more funds appropriated for television licence fees.


STATEMENT OF FINANCIAL PERFORMANCEfor the period ended 31 March 2017

2016/17 2015/16 Note R’000 R’000

REVENUEAnnual appropriation 1 385 256 365 476Departmental revenue 2 3 995 4 203 TOTAL REVENUE 389 251 369 679

EXPENDITURECurrent expenditureCompensation of employees 3 216 536 202 461Goods and services 4 160 443 160 394Total current expenditure 376 979 362 855

Transfers and subsidiesTransfers and subsidies 6 1 205 1 019Total transfers and subsidies 1 205 1 019

Expenditure for capital assets Tangible assets 7 1 574 1 216Intangible assets 53 -Total expenditure for capital assets 1 627 1 216

>�� 5 319 151

TOTAL EXPENDITURE 380 130 365 241

SURPLUS/(DEFICIT) FOR THE YEAR 9 121 4 438

��{�� #��

Voted funds 5 126 235Annual Appropriation 5 126 235

Departmental revenue 13 3 995 4 203

SURPLUS/(DEFICIT) FOR THE YEAR 9 121 4 438

STATEMENT OF FINANCIAL POSITIONat 31 March 2017

2016/17 2015/16 Note R’000 R’000ASSETS

Current assets 133 671 109 307Unauthorised expenditure 8 4 406 4 406Cash and cash equivalents 9 27 010 102 366Prepayments and advances 10 1 627 887Receivables 11 628 1 648

Non-current assets 657 309Receivables 11 657 309

TOTAL ASSETS 134 328 109 616

LIABILITIES

Current liabilities 118 979 93 122

Voted funds to be surrendered 12 5 126 235 to the Revenue Fund Departmental revenue to be surrendered to the Revenue Fund 13 14 8Payables 14 113 839 92 879

Non-Current liabilitiesPayables 15 14 715 15 638

TOTAL LIABILITIES 133 694 108 760

NET ASSETS 634 856Represented by: 634 856

TOTAL 634 856


STATEMENT OF CHANGES IN NET ASSETSfor the year ended 31 March 2017

2016/17 2015/16 Note R’000 R’000

Recoverable revenue Opening balance 856 240 Transfers: (222) 616 Debts revised (153) 25 Debts recovered (313) (304) (included in departmental receipts) Debts raised 244 895Closing balance 634 856

TOTAL 634 856

CASH FLOW STATEMENTfor the year ended 31 March 2017

2016/17 2015/16 Note R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts 389 244 369 679Annual appropriated funds received 1 385 256 365 476Departmental revenue received 2.1; 2.3 3 733 3 979Interest received 2.2 255 224

Net (increase)/decrease in working capital 20 892 (9 137)Surrendered to Revenue Fund (4 224) (5 349)Current payments (376 979) (362 855){�!'��#�� ]BZ�� BEB�Transfers and subsidies paid (1 205) (1 019){��%�� operating activities 16 27 409 (8 832)

CASH FLOWS FROM INVESTING ACTIVITIESPayments for capital assets (1 627) (1 216)Proceeds from sale of capital assets 7 -{�� activities 7 (1 620) (1 216)

CASH FLOWS FROM FINANCING ACTIVITIES Increase/(decrease) in net assets (222) 616Increase/(decrease) in non-current payables (923) 3 333{�� ;;�<# ��

Net increase/(decrease) in cash and cash equivalents 24 644 (6 099)Cash and cash equivalents at the beginning of the period 102 366 108 465Cash and cash equivalents at end of period 9 127 010 102 366


ACCOUNTING POLICIESfor the year ended 31 March 2017

��#��'��"��*�*��$��$��policies, which have been applied consistently in all material aspects, unless ��$��}��'��#��'��present fairly the department’s primary and secondary information.

The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual #��'��"��"��'��"��time of preparation.

Where appropriate and meaningful, additional information has been disclosed �� #��'�� '*�!�$�� statutory requirements of the PFMA, of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA of 1999 and the annual Division of Revenue Act.

1. Basis of preparation� ��#��'��"��*�*��$��}��#��

Cash Standard.

2. Going concern ��#��'��"��*�*��"��

3. Presentation currency Amounts have been presented in the currency of the South African Rand (R)

which is also the functional currency of the department.

4. Rounding ��$��#��#��"��

one thousand Rand (R’000).

5. Foreign currency translation �� ;�$�� '� �� !� ��

South African Rands using the spot exchange rates prevailing at the date of payment / receipt.

6. Comparative information 6.1 Prior period comparative information Prior period comparative information has been presented in the current

� !��=��#��'��!�#��

� *��*��#��'��"��#�� the format in which the information is presented is consistent with the � ��'��!��=��#��'��

6.2 Current year comparison with budget ��'*��"��$��**��+�#��"��'��

� ��*��''��'��#�� appropriation statement.

7. Revenue

7.1 Appropriated funds Appropriated funds comprises of departmental allocations.� ��**�*��'��#��*��

� '��**�*��"��'��&��/��'�� made in terms of the adjustments budget process are recognised in

the statement of financial performance on the date the adjustments � "��'��&��

The net amount of any appropriated funds due to / from the relevant revenue fund at the reporting date is recognised as a payable / � ��"��'��#��*��

7.2 Departmental revenue Departmental revenue is recognised in the statement of financial

performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise.

Any amount owing to the relevant revenue fund at the reporting date is � ��*�!�"��'��#��*��

7.3 Accrued departmental revenue Accruals in respect of departmental revenue (excluding tax revenue) are

� ��#��'��$��|� � ��*�"�"��'��"��#��*��

� ��$��$��;�$��*��'��%�� '��"��'��"�!�

The accrued revenue is measured at the fair value of the consideration receivable.


8. Expenditure

8.1 Compensation of employees

8.1.1 Salaries and wages ��$��'��#��

performance on the date of payment.

8.1.2 Social contributions Social contributions made by the department in respect of

� � ��'*��!��'��#�� performance on the date of payment. Social contributions made by the department in respect of ex-employees

� � � ��#��'�� #��*��'��*�!'��

8.2 Other expenditure Other expenditure (such as goods and services, transfers and subsidies

and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is � ��#��*��>*��*��'�� than the capitalisation threshold.

8.3 Accruals and payables not recognised Accruals and payables not recognised are recorded in the ��#��'��$��+�� in the case of services, when they are rendered to the department or in the case of transfers and subsidies when they are due and payable. Accruals and payables not recognised are measured at cost.

8.4 Leases 8.4.1 Operating leases Operating lease payments made during the reporting period

are recognised as current expenditure in the statement of � � #��*��'��*�!'��*�� ''��'��#�� statements.

9. Cash and cash equivalents� ��8�� '�� #��

position. Bank overdrafts are shown separately on the face of the statement ��#��*�� "��!��`��*�*��;�$�statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

10. Prepayments and advances� {�*�!'�� '�� #��

position when the department receives or disburses the cash. Prepayments and advances are initially and subsequently measured at cost. Prepayments and advances are expensed when services have been rendered or goods received. This include advance payments to employees in respect of subsistence and travel, advance payments to the Department of International Relations and Cooperation (DIRCO) in respect of foreign trips undertaken by ��*��'��$��*�*�!'��*��and satellite television subscription fees.

11. Loans and receivables� ��"��'��#��*��

at cost plus accrued interest, where interest is charged, less amounts already �� $�� &�� &�� '�� *��'��=��$�� &�*��!�

12. Payables� ��*�!�"��'��#��*��

cost. Advances received from other departments in respect of media buying campaigns are recognised as payables. Expenditure that incur in respect of '��"�!��'*��& �� '��departments. Balances remain as payables until it is refunded to the client department.

13. Capital assets

13.1 Movable capital assets� � }��"��*��!��#��

statements at cost. Movable capital assets acquired through a non- exchange transaction is measured at fair value as at the date of acquisition.

Where the cost of movable capital assets cannot be determined

reliably, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by the OAG) may be recorded at R1. Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment.


Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the movable asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

13.2 Intangible assets� � ��"��!��#��

statements at cost. Intangible assets acquired through a non- exchange transaction are measured at fair value as at the date of acquisition.

Internally generated intangible assets are recorded in the notes ��#��'��$��*��'��''�� development phase of the project.

Where the cost of intangible assets cannot be determined reliably, the intangible capital assets are measured at fair value and where fair value cannot be determined; the intangible assets are measured at R1.

All assets acquired prior to 1 April 2002 (or a later date as approved by

the OAG) may be recorded at R1.

Intangible assets are subsequently carried at cost and are not subject to depreciation or impairment.

Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the intangible asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

14 Provisions and contingents

14.1 Provisions� � {��#��'��

when there is a present legal or constructive obligation to forfeit � ��'��"��#��*��*�"�"�� ;�$��'"��!��'��"��#�� potential will be required to settle the obligation and a reliable estimate of the obligation can be made. The provision is measured as the best estimate of the funds required to settle the present obligation at the reporting date.

14.2 Contingent liabilities� � ��"��#��

statements when there is a possible obligation that arises from past � ��+��$��>��$��"��#'��!�"!�� or non-occurrence of one or more uncertain future events not within the control of the department or when there is a present obligation that is � ��"��*�"�"��;�$�� will be required to settle the obligation or the amount of the obligation cannot be measured reliably

14.3 Contingent assets� � ��#��'��

when a possible asset arises from past events, and whose existence � $��"��#'��"!�� '�� uncertain future events not within the control of the department

14.4 Commitments Commitments (other than for transfers and subsidies) are recorded

� ��#��'��$�� contractual arrangement or an approval by management in a manner that raises a valid expectation that the department will discharge its responsibilities thereby incurring future expenditure that � $��;�$��

15. Unauthorised expenditure� ��>*��'��#��*��

��'��>*��|� �� **��"!�{��'��$��

received; or� �� **��"!�{��'��$��$��&��

� �**�*��'��#��*��'��%�� "��!�� >*��'��'��#'��

unauthorised expenditure.

16. Fruitless and wasteful expenditure� `��$��>*�� #��

��'��$��#'��'��8��of the fruitless and or wasteful expenditure incurred. Fruitless and wasteful �>*�� '�� '� �� #�� '��$�� is resolved or transferred to receivables for recovery. Fruitless and wasteful expenditure receivables are measured at the amount that is expected to be ��"�� $��"��8��!�$�� &�as irrecoverable.


17. Irregular expenditure� �� >*�� #�� '��

$��#'��'��8��expenditure incurred unless it is impracticable to determine, in which case reasons therefor are provided in the note.

Irregular expenditure is removed from the note when it is either condoned by the relevant authority, transferred to receivables for recovery or not condoned and is not recoverable.

Irregular expenditure receivables are measured at the amount that is expected to be recoverable and are de-recognised when settled or subsequently $�� &��"��

18. Changes in accounting policies, accounting estimates and errors� ��*��&��"!�'��'��"��

applied retrospectively in accordance with MCS requirements, except to the �>��'*��"��'��*�� *��#��&��'��&��*��!��*��'��shall restate the opening balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

Changes in accounting estimates are applied prospectively in accordance with MCS requirements.

Correction of errors is applied retrospectively in the period in which the error has occurred in accordance with MCS requirements, except to the extent that ��'*��"��'��*�� *��#��&��'��&�� *��'�� *��balances of assets, liabilities and net assets for the earliest period for which retrospective restatement is practicable.

19. Events after the reporting date� <�� *�� #��/��

"��#��'��*��#�� /��*��"��#��'��

20. Departures from the MCS requirements� }��'��$��#��'��

$��>��''��$��$��'��|� ��#��'��*��!��*��'��=��*�'�!��

secondary information; and� ��*��'��'*��$��}��#��

21. Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in

��*��#��!��"��'��"��'��"�� #��!��'��_��\��`��$��'��#��*��'��$��$�� &�

22. Related party transactions A related party transaction is a transfer of resources, services or obligations

between the reporting entity and a related party. Related party transactions $�� }��=�� *�� #��statements when the transaction is not at arm’s length.

Key management personnel are those persons having the authority and responsibility for planning, directing and controlling the activities of the department. The number of individuals and their full compensation is recorded ��#��'��

~�*[��%�� '�/�� '*��!�� "��#�� "�� +�

*�!�"��*��<'*��!��"��#��note.


NOTES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2017

1. Annual Appropriation

2016/17 2015/16

FinalAppropria-

tion

Actual Funds

Received

FinalAppropria-

tion

Appropria-tion

received

R’000 R’000 R’000 R’000

Administration 149,394 149,394 144,921 144,921Content Processing and Dissemination

135,030 135,030 127,088 127,088

Intergovernmental Coordination and Stakeholder Management

100,832 100,832 93,467 93,467

Total 385,256 385,256 365,476 365,476

2. Departmental revenue

2016/17 2015/16 Note R’000 R’000

Sales of goods and services other than capital assets 2.1 3,391 3,538Interest, dividends and rent on land 2.2 255 224Sale of capital assets 2.3 7 -��#��assets and liabilities 2.4 342 441Departmental revenue collected 3,995 4,203

2.1 Sales of goods and services other than capital assets

2016/17 2015/16 Note R’000 R’000

Sales of goods and services produced by the department 2 3,391 3,538Sales by market establishment - -Other sales 3,391 3,538

Total 3,391 3,538

2.2 Interest, dividends and rent on land

2016/17 2015/16 Note R’000 R’000

Interest 255 224Total 2 255 224

2.3 Sale of capital assets

2016/17 2015/16 Note R’000 R’000

Tangible assetsMachinery and equipment 7 -Total 2 7 -

~*�] ��%��

2016/17 2015/16 Note R’000 R’000Other Receipts including Recoverable Revenue 342 441Total 2 342 441


3. Compensation of employees

3.1 Salaries and Wages

2016/17 2015/16 Note R’000 R’000

Basic salary 145,411 136,602Performance award 3,262 3,020Compensative/circumstantial 4,783 3,782Periodic payments 3,562 1,588Other non-pensionable allowances 23,127 23,031Total 191,231 178,345

Included in the 2015/16 audited amount of Other non-pensionable allowances of R33.204 million was an amount of R10.173 million that relates to services bonuses that were paid to employees. The expenditure in respect of services "�� #�� $�� ?@BEHBJ�audited amount from R149 000 to R10.322 million while Other non-pensionable allowances decrease from R33.204 million to R23.031 million.

3.2 Social Contributions

2016/17 2015/16 R’000 R’000

Employer contributionsPension 18,007 17,049Medical 7,267 7,036Bargaining council 31 31

Total 25,305 24,116

Total compensation of employees 216,536 202,461

Average number of employees 500 500

4. Goods and services

2016/17 2015/16 Note R’000 R’000

Administrative fees 537 481Advertising 2,645 5,075Minor assets 4.1 282 159Bursaries (employees) 702 460Catering 891 680Communication 8,628 9,987Computer services 4.2 14,604 15,128��|��advisory services 84 2,348Laboratory services 5 -Legal services 796 740Contractors 3,294 3,893Agency and support / outsourced services 4,718 3,460Audit cost – external 4.3 2,467 2,349Fleet services 1,423 1,998Consumables 4.4 3,305 3,828Operating leases 51,688 47,558Property payments 4.5 9,302 8,800Rental and hiring 141 109Travel and subsistence 4.6 17,486 21,137Venues and facilities 17 545Training and development 617 827Other operating expenditure 4.7 36,811 30,832

Total 160,443 160,394

4.1 Minor assets

2016/17 2015/16 Note R’000 R’000

Tangible assets 282 159

Machinery and equipment 282 159Total 4 282 159


4.2 Computer services

2016/17 2015/16 Note R’000 R’000

SITA computer services 8,557 10,164External computer service providers 6,047 4,964Total 4 14,604 15,128

4.3 Audit cost – External

2016/17 2015/16 Note R’000 R’000

Regularity audits 2,467 2,349Total 4 2,467 2,349

4.4 Consumables

2016/17 2015/16 Note R’000 R’000Consumable supplies 523 710 Uniform and clothing 10 163 Household supplies 353 348 Building material and supplies 38 64 Communication accessories 8 3 IT Consumables 50 56 Other consumables 64 76��!+�*��**��?+X^?� � ��]+BB^Total 4 3,305 3,828

4.5 Property payments

2016/17 2015/16 Note R’000 R’000Municipal services 3,933 4,083Property maintenance and repairs 7 137Other 5,362 4,580Total 4 9,302 8,800

4.6 Travel and subsistence

2016/17 2015/16 Note R’000 R’000Local 14,362 17,506Foreign 3,124 3,631Total 4 17,486 21,137

4.7 Other operating expenditure

2016/17 2015/16 Note R’000 R’000

Professional bodies, membership and subscription fees 67 205Resettlement costs 261 371Other 36,483 30,256Total 4 36,811 30,832

Included in Other is the printing and distribution cost of the monthly Vukuzenzele newspaper


<* >��

2016/17 2015/16 Note R’000 R’000

Material losses through criminal conduct 26 98 Theft 5.3 26 98��'��$��&��E�B� ��?JX� � ��~]�"��$��&� ��E�?� ��?J� � ��B@Total 319 151

<*;��

2016/17 2015/16 Note R’000 R’000

Nature of losses3G data cost 144 -Damage to rented vehicle 116 20Vehicle license fees 4 -Excess claim – subsidised vehicle 2 -Clothes bought on foreign trip 1 -Burnt assets - 19Damaged laptops - 4Total 5 267 43

<*~ ��%��

2016/17 2015/16 Note R’000 R’000

�� %�� Ex-employees 17 10Foreign airline 9 -Total 5 26 10

5.3 Details of theft

2016/17 2015/16 Note R’000 R’000

Nature of theftLoss of assets 26 98Total 5 26 98

6. Transfers and subsidies

2016/17 2015/16 R’000 R’000Departmental agencies and accounts Annex 1A 45 56Households Annex 1B 1,160 963Total 1,205 1,019

7. Expenditure for capital assets 2016/17 2015/16 R’000 R’000

Tangible assets 1,574 1,216��#>�� ]B� ��̂ BMachinery and equipment 28.1 1,543 1,135 Intangible assets 53 -Software 29.1 53 -Total 1,627 1,216


7.1 Analysis of funds utilised to acquire capital assets – 2016/17

Voted funds Total R’000 R’000Tangible assets 1,574 1,574��#>�� ]B� ��]BMachinery and equipment 1,543 1,543intangible assets 53 53Software 53 53Total 1,627 1,627

7.2 Analysis of funds utilised to acquire capital assets – 2015/16

Voted funds Total R’000 R’000 Tangible assets 1,216 1,216��#>�� ^B� �� ^BMachinery and equipment 1,135 1,135Total 1,216 1,216

2016/17 2015/16 R’000 R’000

8. Unauthorised Expenditure

8.1 Reconciliation of unauthorised expenditureOpening balance 4,406 4,406Unauthorised expenditure – discovered in the current year - -Closing balance 4,406 4,406

8.2 Analysis of unauthorised expenditure awaiting authorisation per �� R’000 R’000Current 4,406 4,406Total 4,406 4,406

8.3 Analysis of unauthorised expenditure awaiting authorisation per type R’000 R’000 Unauthorised expenditure relating to overspending of the vote or a main division within the vote. 4,406 4,406Total 4,406 4,406

9. Cash and cash equivalents

2016/17 2015/16 R’000 R’000Consolidated Paymaster General Account 142,080 111,180Disbursements (15,170) (8,914)Cash on hand 100 100Total 127,010 102,366

Excluded above are total receipts of R1.632 million in respect of the 2016/17 #��!��$�� "��5��"��?@BXHB^�#��!��\��*��'��!��$��'��approximately R211 000 in respect of a salary claim and a claim in respect of learnerships, two advances (R1.42 million) in respect of media buying campaigns and R1 000 in respect of the sale of photos.

10. Prepayments and advances

2016/17 2015/16 R’000 R’000Travel and subsistence 11 16Advances paid (Not expensed) 10.1 1,602 871Prepayments (Not expensed) 10.2 14 -Total 1,627 887

10.1 Advances paid (Not expensed)

2016/17 2015/16 R’000 R’000National departments Annex5A 1,602 871Total 1,602 871


The above refers to advances in respect of subsistence and traveling that were paid to the Department of International Relations and Cooperation (DIRCO) in ��*��$��"��

10.2 Prepayments (Not expensed)

2016/17 2015/16 R’000 R’000Goods and services 14 -Total 14 -

�� "�� ;�� "�� !�� *�� *�!'��to a service provider in respect of satellite television signals. The 12-month subscription period end on 30 June 2017. The cost of the subscription is expensed monthly against appropriated funds as services become rendered.

11. Receivables

2016/17 2015/16

Current Non-Current

Total Current Non-Current

Total

Note R’000 R’000 R’000 R’000 R’000 R’000

Claims recover-able

11.1Annex3

458 - 458 737 - 737

Recover-able ex-penditure

11.2 52 - 52 148 - 148

��&��"� 11.3 63 566 629 745 102 847Other debtors

11.4 55 91 146 18 207 225

Total 628 657 1,285 1,648 309 1,957

11.1 Claims recoverable

2016/17 2015/16 Note R’000 R’000National departments 221 667Public entities 237 70Total 11 458 737

11.2 Recoverable expenditure

2016/17 2015/16 R’000 R’000Disallowance Damages and Losses under investigation 41 1483G Data expenditure under investigation 11 - Total 1 52 148

;;*� ��%�

2016/17 2015/16 Note R’000 R’000Employees 627 837Private telephone 2 10Total 11 629 847

11.4 Other debtors

2016/17 2015/16 Note R’000 R’000Ex-employees 146 216Foreign private company - 9Total 11 146 225


12. Voted funds to be surrendered to the Revenue Fund

2016/17 2015/16 Note R’000 R’000Opening balance 235 1,148 Transfer from statement of #��*��'�� E+B?J��?]EUnauthorised expenditure for current year 8 - -Paid during the year (235) (1,148)Closing balance 5,126 235

13. Departmental revenue and NRF receipts to be surrendered to the Revenue Fund

2016/17 2015/16 R’000 R’000Opening balance 8 6Transfer from Statement of Financial Performance 3,995 4,203Transfer from Statement of Financial Performance 3,995 4,203Paid during the year (3,989) (4,201)Closing balance 14 8

14. Payables – current

2016/17 2015/16 Note R’000 R’000Advances received 14.1 113,723 92,537Other payables 14.2 97 339Clearing accounts 14.3 19 3Total 113,839 92,879

14.1 Advances received

2016/17 2015/16 Note R’000 R’000National departments Annex 5B 41,845 40,224Provincial departments Annex 5B - 643Public Entities Annex 5B 71,878 51,670Total 14 113,723 92,537

14.2 Other payables 2016/17 2015/16 Note R’000 R’000Income Tax 97 144Department of Communications - 195Total 14 97 339

14.3 Clearing accounts 2016/17 2015/16 Note R’000 R’000Government Employees Housing Scheme Refund Control account 19 -Salary Reversal Control - 3Total 14 19 3

15. Payables – non-current

2016/17 2015/16 One to two years Total Total

Note R’000Advances received 15.1 14,715 14,715 15,638Total 14,715 14,715 15,638


15.1 Advances received 2016/17 2015/16 Note R’000 R’000National departments Annex 5B 10,617 13,555Provincial departments Annex 5B 571 -Public Entities Annex 5B 3,527 2,083Total 14,715 15,638

;�{��%�� 2016/17 2015/16 R’000 R’000_��*��H��#��*��'��of Financial Performance 9,121 4,438Add back non cash/cash movements not deemed operating activities 18,288 (13,270)(Increase)/decrease in receivables – current 672 (1,403)(Increase)/decrease in prepayments and advances (740) (233)Increase/(decrease) in payables – current 20,960 (7,501)Proceeds from sale of capital assets (7) -Expenditure on capital assets 1,627 1,216Surenders to Revenue Fund (4,224) (5,349){�� %�� ~�'�� '��~#

;�* ��

2016/17 2015/16 R’000 R’000Consolidated Paymaster General account 42,080 111,180Disbursements (15,170) (8,914)Cash on hand 100 100Total 127,010 102,366

Excluded above are total receipts of R1.632 million in respect of the 2016/17 #��!��$��"��5��"��?@BXHB^�#��!��\��*��'��!��$��'��**�>�'��!�R211 000 in respect of a salary claim and a claim in respect of learnerships, two advances (R1.42 million) in respect of media buying campaigns and R1 000 in respect of the sale of photos.

18. Contingent liabilities and contingent assets

18.1 Contingent liabilities 2016/17 2015/16 Note R’000 R’000Liable toIntergovernmental payables��#'��"�� >�~� � ��ZX� � ��B~~Claim against the Department Annex 2 20,000 -Other Annex 2 250 -Total 20,347 144

A claim of R20 million was instituted in the North Gauteng High Court in respect of a copyright matter. The R250 000 is in respect of estimated legal cost in the disciplinary hearing of an employee. R97 000 is owed to SARS in respect of employee tax deductions that are due to the South African Revenue Services ��\��*�!'��\��$��"��;��*��?@BX�

19. Commitments

2016/17 2015/16 R’000 R’000Current expenditureApproved and contracted 66,507 86,588Approved but not yet contracted 38,945 9,082 105,452 95,670Capital expenditureApproved and contracted 515 - 515 -Total Commitments 105,967 95,670

The value of commitments that are expected to be incurred as expenditure from ��"��?@BXHB^�#��!��'��\EZ�ZX~�million and those beyond 1 year to R45.935 million. Commitments in respect of media buying campaigns of R40.066 million at 31 March 2017 are not funded from GCIS voted funds and therefore not included in the amount above. They are �>*��"��#��"��]B�}��?@B^�


20. Accruals and payables not recognised

20.1 Accruals

2016/17 2015/16 R’000 R’000 Listed by economic �� ]�� ]�� Goods and services 2,811 2,918 5,729 9,786 Capital assets - - - 152 Total 2,811 2,918 5,729 9,938

2016/17 2015/16 Listed by Programme level R’000 R’000 1 Administration 3,601 2,799 2 Content Processing and Dissemination 704 5,323 3 Intergovernmental Coordination and Stakeholder Management 1,424 1,816 Total 5,729 9,938

2016/17 Accruals in respect of media communication campaigns that are not funded from GCIS voted funds and therefore not included above amount to R12.060 million by 31 March 2017.

~;*[��%�� 2016/17 2015/16 Note R’000 R’000 Leave entitlement 8,436 6,398 Service bonus (Thirteenth cheque) 5,575 5,304 Performance awards 3,552 3,342 Capped leave commitments 4,669 4,750 Other 158 214 Total 22,390 20,008

Negative leave credits as at 31 March 2017 amount to R185 453. Included in ��*��\BE^�@@@�� '��$��$��$��complete 20-year and 30-year service in 2017/18. In 2015/16 provision for long-term service awards was R214 000 which was paid in 2016/17.

22. Lease commitments

22.1 Operating leases expenditure

2016/17 Buildings and �� }��structures

Machinery and equipment

Total

Not later than 1 year 51,177 768 51,945Later than 1 year and not later than 5 years 8,724 514 9,238Total lease commitments 59,901 1,282 61,183

��#��'��''��'��*��"��'��''��Z�*��$�� $��BJ��accommodation leases on a month-to-month basis at 31 March 2017

2015/16 Buildings and �� }��structures

Machinery and equipment

Total

Not later than 1 year 47,796 1,015 48,811Later than 1 year and not later than 5 years 56,697 558 57,255Total lease commitments 104,493 1,573 106,066

��#��'��''��'��*��"��'��''��Z�*��$�� $��BB��accommodation leases on a month-to-month basis at 31 March 2016.


23. Irregular expenditure

2016/17 2015/16 Note R’000 R’0023.1 Reconciliation of irregular expenditure Opening balance - -��|��>*��|��!�� BBE� � �� |�{��!��'�� |��!��'�� E�� Irregular expenditure awaiting condonation 110 - Analysis of awaiting condonement per �� Current 110 - Total 110 -

2016/17 Note R’00023.2 Details of irregular expenditure – added current year (relating to current and prior years)

Incident Disciplinary steps taken / criminal pro-ceedings

Invoice received was higher than the order amount

��*��"��was issued with a verbal warning for breaching the internal controls

5

Service rendered without dual approval as per departmental delegations

The transaction was presented to the Bid Adjudication Commit-tee and is en-route to the Acting Accounting ��

110

115

2016/17 Note R’00023.3 Details of irregular expenditure condoned (relating to current and prior years)

Incident Condoned by (Condoning authority)

Invoice received was higher than the order amount

Acting Accounting ��

5

5

24. Fruitless and wasteful expenditure

2016/17 2015/16 Note R’000 R’000

24.1 Reconciliation of fruitless and wasteful expenditure Opening balance - -��`��$��>*��|��!�� |��'�� Fruitless and wasteful expenditure awaiting resolution - - Analysis of awaiting resolution per �� Current - - Total - -


25. Related party transactions

2016/17 2015/16 Note R’000 R’000 Year end balances arising from advances received Payables to related parties - - Total - -

Related parties to the GCIS are the DoC, Brand South Africa (BSA), the Media Development and Diversity Agency (MDDA) the SABC, the Independent Communications Authority of South Africa, (ICASA), and the Film and Publications Board (FPB).

In accordance with a MoU that was signed by both ADGs of the GCIS and DoC, �� '� �� *�� $��}��|

Activity Period

From To

�� {��!��+��!��and safekeeping of cash

1 April 2016 31 March 2017 (ongoing in 2017/18)

�� $��"�� 1 April 2016 31 March 2017 (ongoing in 2017/18)

�� '��}��'��+� including compiling a procurement plan

1 April 2016 31 March 2017

�� {��'��"!��suppliers and paying invoices

1 April 2016 31 March 2017

�� '��'��'�� departmental asset register, including ��#�� GCIS has allowed DoC to use its assets to the value of R1.619 million.


�� '��'��+�� accommodation, security, cleaning


�� '��\��}��'��+��appointments, transfers and resignations


�� '��}��'��!�resources


�� 1 April 2016 31 March 2017 (ongoing in 2017/18)

In certain aspects, the arrangements in accordance with the MoU will continue ��'�� '��"��?@BXHB^�#��!��'��DoC can function independently from the GCIS.

Payments that were made in the transversal systems of GCIS were claimed from the DoC. A balance of R667 185.23 at 31 March 2016 was received by GCIS in April 2016. The total value of claims submitted to the DoC during the 2016/17 #��!��'��\B�]]Z�'��

A total of 429 non-monetary services relating to radio production, photography and video services were rendered from 1 April 2016 until 31 March 2017 of which 354 were for the DoC, 62 for the SABC, 3 for Brand South Africa and nine for ICASA.

26. Key management personnel

2016/17 2015/16 No. of Individuals R’000 R’000��|Level 15 to 16 6 6,420 8,552Level 14 10 9,457 11,471Total 15,877 20,023

27. ProvisionsStatistics South Africa 7,762 7,762Total 7,762 7,762


The provision of R7.762 million relates to a legal matter that involve the 2011 Census Campaign that was concluded by the High Court in March 2016.

27.1 Reconciliation of movement in provisions – 2016/17

Statistics SA Total provisions R’000 R’00Opening balance 7,762 7,762Increase in provision - -Settlement of provision - -Closing balance 7,762 7,762

28. Moveble Tangible Capital Assets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Opening balance

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT

70,498 1,472 3,925 68,045

Transport assets 266 - 6 260Computer equipment 27,269 1,362 2,292 26,339`��equipment

16,447 - 320 16,127

Other machinery and equipment

26,516 110 1,307 25,319

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

70,498 1,472 3,925 68,045

Included above are tangible assets to the value of R1.619 million that are used by the Department of Communications. Assets to the value of R9 682 were approved to be disposed by the Disposal Committee and have not yet been removed from the asset register as the crushing or donation process have not yet "��#��?@BJHBX�#��!��the control of the Department.

Movable tangible capital assets under investigation

Included in the above total of the movable tangible capital assets per the asset register are assets that are under investigation

Number Value R’000Machinery and equipment 18 237

��"��;��'��!��8��*'��?@BJHBX�#��!��>*��$��"��#��?@BXHB^�#��!��

28.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Cash Received current, not paid

(Paid current year, received

prior year)

Total

R’000 R’000 R’000

MACHINERY AND EQUIPMENT 1,543 (71) 1,472

Computer equipment 1,433 (71) 1,362Other machinery and equipment 110 - 110TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

1,543 (71) 1,472


28.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Sold for cash

Non-cash disposal

Total disposals

Cash receivedActual

R’000 R’000 R’000 R’000


7 3,918 3,925 7

Transport assets - 6 6 -Computer equipment - 2,292 2,292 -`��equipment

7 313 320 7


- 1,307 1,307 -

TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS

7 3,918 3,925 7

28.3 Movement for 2015/16

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Opening balance

Additions Disposals Closing balance

R’000 R’000 R’000 R’000


78,953 1,206 9,661 70,498

Transport assets 3,789 - 3,523 266Computer equipment 31,263 1,093 5,087 27,269`��equipment

17,117 5 675 16,447


26,784 108 376 26,516

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

78,953 1,206 9,661 70,498


28.4 Minor assets

MOVEMENT IN MINOR ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Intangibleassets

Machinery andequipment

Total

R’000 R’000 R’000

Opening balance - 12,383 12,383Additions - 282 282Disposals - 763 763TOTAL MINOR ASSETS - 11,902 11,902

Included in the above closing balance are library books to the value of around R608 000 that were not recorded on the asset register on the logistical system but recorded on a separate register.

Intangibleassets


Total

R’000 R’000 R’000

Number of R1 minor assets - 144 144Number of minor assets at cost - 5,793 5,793TOTAL MINOR ASSETS - 5,937 5,937

Minor capital assets under investigationThere were no minor assets under investigation as at the end of the 2016/17 #��!��

Minor Assets

MOVEMENT IN MINOR ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Intangibleassets


Total

R’000 R’000 R’000

Opening balance - 13,027 13,027Additions - 159 159Disposals - 803 803TOTAL MINOR ASSETS - 12,383 12,383

Intangibleassets


Total

R’000 R’000 R’000

Number of R1 minor assets

- 134 134

Number of minor assets at cost

- 6,115 6,115

TOTAL MINOR ASSETS

- 6,249 6,249


29 Intangible Capital Assets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Opening balance

Additions Closing Balance

R’000 R’000 R’000

SOFTWARE 151 53 204TOTAL INTANGIBLE CAPITAL ASSETS

151 53 204

29.1 Additions

ADDITIONS TO INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2017

Cash Received current, not paid

(Paid current year, received prior

year)

Total

R’000 R’000 R’000

Software 53 - 53TOTAL ADDITIONS TO INTANGIBLE CAPITAL ASSETS

53 - 53

29.2 Movement for 2015/16

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Opening balance

Prior period

Disposals Closing balance

R’000 error R’000 R’000

SOFTWARE 261 - 110 151

TOTAL INTANGIBLE CAPITAL ASSETS

261 - 110 151

The audited 2015/16 opening balance have been restated as a result of the prior *��?Z�?�B��&��"��?@B~HBE

29.2.1 Prior period error Note 2015/16 R’000Nature of prior period errorRelating to 2014/15 ��~�;<�;��%��# �Printer incorrectly disposed as software 29.2 8Total 8

30 Prior period errors Note

30.1 Correction of prior period error

Intangible capital assets 2015/16 R’000Printer incorrectly disposed as software 29.2.1 8 {��


ANNEXURE 1ASTATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTS

DEPARTMENT/ AGENCY/ ACCOUNT

TRANSFER ALLOCATION TRANSFER 2015/16

AdjustedAppropriationAct

RollOvers

Adjustments TotalAvailable

ActualTransfer

% ofAvailable funds

Transferred

Appropriation Act

R'000 R'000 R'000 R'000 R'000 % R'000

South African Broadcasting Corporation 56 - - 56 45 80% 56 - - 56 45 80% 57

ANNEXURE 1BSTATEMENT OF TRANSFERS TO HOUSEHOLDS

HOUSEHOLDS

TRANSFER ALLOCATION EXPENDITURE 2015/16


Act

RollOvers

Adjustments TotalAvailable

ActualTransfer

% ofAvailable funds

Transferred

AppropriationAct

R'000 R'000 R'000 R'000 R'000 % R'000

Transfers ��!��'�� XZ~� ��XZ~��XZ?� � B@@[� �� E?Z��!�� BZ� ��BZ� ��BZ� � B@@[� � � �E?�� ]E@� ��]E@� ��]~Z� � B@@[� � ]^?Total - - 1,163 1,163 1,160 100% 963

57


ANNEXURE 1CSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED

NAME OF ORGANISATION NATURE OF GIFT, DONATION OR SPONSORSHIP2016/17 2015/16

R’000 R’000

Received in kind

2016/17

Motsepe Foundation Complimentary ticket 2 -Motsepe Foundation Champagne - Moet - 750ml 1 -Paarlcoldset Samsung tablet 5 -Paarlcoldset 1m x 1m branded cake 4 -Soar Institute ��{�#��5� 3 -Shereno Printers iPad 8 -Primedia Tickets for jazz performance 1 -Mimecast Sponsorship for the venue. décor and catering for the

PSM Forum that took place in East London65 -

State Information Technology Agency (SITA) Sponsorship for SITA Chairman’s Golf Day 2 -SITA Sponsorship for SITA Govtech Conference 12 -Chinese Embassy Zite Blade cellphone 4 -Chinese Embassy �*��*��;�� 26 -Chinese Embassy Sponsorship for accommodation in Beijing, China 9 -Embassy of the Russian Federation Two bottles of Beluga vodka in a leather case 2 -

2015/16

Platinum Life Magnetic Attraction Cologne - 1Nomadic Verwe Complimentary Ticket - 9Power FM Beverages - 14SITA Gov Tech conference (Fee, accommodation, pens,

power banks)- 18


Sasria Venue, catering and décor for the PSM Forum - 29SABC Nedbank golf challenge (two complimentary tickets and

accommodation)- 3

Thomson Reuters ��5��{��#�� - 1Motsepe Foundation Complimentary ticket for fashion week - 2New Age B^� �� #��$��5�! - 2Ads 24 Pringle Clearwater mall voucher - 1Soar Institute ��{�#��5� - 3Chinese Embassy Zite Blade cellphone - 4Chinese Embassy Zite Blade cellphone - 4TOTAL 144 87


ANNEXURE 1DSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACE

NATURE OF GIFT, DONATION OR SPONSORSHIP(Group major categories but list material items including name of organisation)

2016/17 2015/16

R’000 R’000

Made in kind

2016/17

Computer Equipment (5 CPUs, 45 Monitors, 2 laptops, 4 scanners, 5 printers, 5 fax machines) - -��<8��*'��B��!"��*��+�B��'��<&��+�B��''��!��'+�?��"��+1 Sony Digital Camera; 1 Tape Recorder, 2 Monitor Tannoy, 2 Montarbo loudspeakers, 3 mixers, 1 decoder, 2 Compressors; Limiter, 1 Keyboard. - -

The following were the recipients of the above items:Funukukhanya Primary School, Fawcett Matheba Secondary School, Ngxola Primary School, Motlhamare Primary School, Ngwato-A-Mphela, Cosmo FM, Masakhane Primary School, Ndlelehle Youth Centre, Mafukuzela Primary School. 2015/16 Computer equipment (40 CPUs, 45 Monitors, 6 Laptops, 7 Printers, 8 Fill servers, 1 Modem, 1 Docking Station) - -��8��*'��~�`�>�}��+�B��5+�B�{�$��**�!+�B�`��+�?��*��5��+�B��!��'�\��+�B��}��<&��!��'+B��<��+�B��*��5+�B��{��%�B��+�?��'�� Audio-Visual equipment (1 Switch, 1 Video Machine,1 Television monitor, 6 Radios, 3 CD players, 4 audio-visual mixers, 1 cd writer, 4 tape recorders, 3 headphones, 1 Audio Signal Distributor, 1 Handheld microphone, 5 cameras, 1 Television) ��`��BE�`��"��+�?��"��+�?��5��+�B��"��+�E��+�B�\��5��"��+�� 1 Shelf Unit, 1 Rotary chair, 6 Straight chairs, 1 Coat rack, 1 Desk, 1 Exhibition stand; 5 Chairs, 1 Magazine table, B��!��*"��+�?��$�5��+�B��

The following were the recipients of the above items:Patogeng Primary School, Marema Combined Primary School, Rekgutlile Primary School, B.F Morake Primary School, Sthandiwe Primary School, Ilitha special school, Nwa-Mhinga Primary school, Mamelodi Radio Station, Ntolwane Primary School, St Patricks Primary School, Masakhane Senior Secondary School, Morokweng Thusong Service Centre, Flora Park Comprehensive, Masemola Community Radio Station, Hertzogville Thusong Service Centre.


ANNEXURE 2STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2017

Nature of liabilityOpening balance

1 April 2016Liabilities incurred

during the yearLiabilities paid/

cancelled/reduced/ during the year

Liabilities recoverable Closing balance31 March 2017

R’000 R’000 R’000 R’000 R’000

Claims against the department Claim against the department - 20,000 - - 20,000Subtotal - 20,000 - - 20,000 Other Employee disciplinary hearing - 250 - - 250Subtotal - 250 - - 250 TOTAL - 20,250 - - 20,250


ANNEXURE 3CLAIMS RECOVERABLE

Government Entity �� balance outstanding

�� balance outstanding

Total Cash in transit at year-end 2016/17

31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016 Receipt date up to six (6) work-ing days after

year end

Amount

R’000 R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL/PROVINCIAL DEPARTMENTSDepartment of Communications - 667 99 - 99 667�*��'��'��&�� X�� X�� The Presidency - - 115 - 115 - 3 April 2017 115Subtotal - 667 221 - 221 667 115

OTHER GOVERNMENT ENTITIES Public Service Sector Education and Training Authority - - 237 70 237 70 3 April 2017 96Subtotal - - 237 70 237 70 96 TOTAL - 667 458 70 458 737 211


ANNEXURE 4INTER-GOVERNMENT PAYABLES

Government Entity

�� balance outstanding

�� %��outstanding

Total Cash in transit at year end 2016/17

31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016 Payment date up to six (6)

working days before year end

Amount

R’000 R’000 R’000 R’000 R’000 R’000 R’000

DEPARTMENTSCurrent

Department of Communications - 195 - - - 195 -Subtotal - 195 - - - 195 -

Other Government Entity Current South African Revenue Service - - 97 144 97 144 -Subtotal - - 97 144 97 144 - TOTAL - 195 97 144 97 339 -


ANNEXURE 5AINTER-ENTITY ADVANCES PAID

Government Entity�� %�� %�� Total

31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL DEPARTMENT International Relations and Cooperation - - 1,602 871 1,602 871TOTAL - - 1,602 871 1,602 871

ANNEXURE 5BINTER-ENTITY ADVANCES RECEIVED

Government Entity �� %�� %�� TOTAL

31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL DEPARTMENTSCurrent

Agriculture, Forestry and Fisheries - - 373 - 373 -Arts and Culture - - 2,317 383 2,317 383Basic Education - - - 80 - 80Communications 2,879 3,008 - - 2,879 3,008��*��&�� - 551 5,085 - 5,085 551Correctional Services - - - 2,395 - 2,395Defence - - 68 - 68 -Economic Development - - - 394 - 394Energy - - 213 2,327 213 2,327<��'��&�� - 1,610 1,652 - 1,652 1,610Health - - - 857 - 857Higher Education and Training - - 5,109 2,515 5,109 2,515


Government Entity�� %�� %�� TOTAL

31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

��'��&�� - - 642 759 642 759Human Settlements - 1,619 228 - 228 1,619Justice and Constitutional Development - - 2,205 3,586 2,205 3,586Labour - - 2,219 1,364 2,219 1,364Military Veterans - - 1,092 344 1,092 344Mineral Resources - - 2,236 31 2,236 31National Treasury - - 993 15 993 15Performance Monitoring and Evaluation - 2 1,754 - 1,754 2Public Enterprise - - - 4,992 - 4,992Public Service and Administration - - - 534 - 534Public Works - - 715 268 715 268Rural Development and Land Reform - - 2,144 937 2,144 937Science and Technology - - 684 - 684 -South African Police Service - - 456 2,994 456 2,994Social Development - 2,349 628 - 628 2,349Trade and Industry - - 7,719 3,689 7,719 3,689Transport - - 18 2,621 18 2,621Water and Sanitation - - 416 - 416 -Subtotal 2,879 9,139 38,966 31,085 41,845 40,224



31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL DEPARTMENTS

Non-Current

Cooperative Governance and ��&��

- - 124 - 124 -

Energy - - 1,455 - 1,455 -<��'��&�� - 395 - - - 395Health - - - 952 - 952Higher Education and Training - - - 238 - 238Human Settlements - - 537 - 537 -Justice and Constitutional Development - - 1,772 - 1,772 -Labour - - - 751 - 751Military Veterans - - 210 2,076 210 2,076Public Service and Administration - - - 388 - 388Rural Development and Land Reform - - 4,471 5,852 4,471 5,852South African Police Service - - 1,665 2,291 1,665 2,291Social Development - - 41 - 41 -Transport - - 342 612 342 612Subtotal - 395 10,617 13,160 10,617 13,555

PROVINCIAL DEPARTMENTS Current _��|�`�� B@]� � � � ��B@]_��|��{�'�� E~@� � � � ��E~@Subtotal - - - 643 - 643Non-Current _��|�`�� ZX� � � �� ZX� � �� _��|��{�'�� ~XE�� ~XE� � �� Subtotal - - 572 - 572 -



31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

PUBLIC ENTITIESCurrent

Auditor-General - - - 119 - 119Civilian Secretariat for Police - - - 1,266 - 1,266Commission for Conciliation, Mediation and Arbitration

- - - 318 - 318

Compensation Fund - - 20,853 20,481 20,853 20,481Competition Commission - - - 948 - 948Denel - - - 48 - 48Gauteng Growth and Develop-ment Agency

- 9,938 3,500 - 3,500 9,938

Government Pension Adminis-tration Agency

- - 10,461 - 10,461 -

Health Professions Council of South Africa

- - 293 - 293 -

Independent Communications Authority of South Africa

- - 1,506 - 1,506 -

Marine Living Resources Fund - - 10 113 10 113National Consumer Commission - - - - - -National Prosecuting Authority - 809 - - - 809National Regulator for Compul-��!��*��#��

1,903 - - - 1,903 -

National Student Financial Aid Scheme

- - 129 - 129 -

National Youth Development Agency

- - 51 10 51 10

��'-pliance

- - 2,868 - 2,868 -

Road Accident Fund - - 12,401 6,651 12,401 6,651



31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

\��'��Agency

- - 628 620 628 620

\��}��'��Corporation

- - - 1,818 - 1,818

SEDA - - 490 - 490 -South African Local Government Association

- - 2,271 4,964 2,271 4,964

State Information Technology Agency

- - - 435 - 435

Unemployment Insurance Fund - - 14,514 3,132 14,514 3,132Subtotal 1,903 10,747 69,975 40,923 71,878 51,670



31/03/2017 31/03/2016 31/03/2017 31/03/2016 31/03/2017 31/03/2016

R’000 R’000 R’000 R’000 R’000 R’000

Non-Current

Civilian Secretariat for Police - - 483 - 483 -Compensation Fund - - - 271 - 271Education, Training and Develop-ment Practices Sector Education and Training Authorities (PSETA)

- - - 224 - 224

Gauteng Growth and Develop-ment Agency

- - 613 - 613 -

National Prosecuting Authority - 342 - - - 342National Regulator for Compul-��!��*��#��

95 95 - - 95 95

National School of Government - - 588 588 588 588Road Accident Fund - - 454 324 454 324\��}��'��Corporation

696 - - 130 696 130

State Information Technology Agency

- - 255 105 255 105

Unemployment Insurance Fund - - 342 4 342 4Subtotal 791 437 2,735 1,646 3,526 2,083

TOTAL 5,573 20,718 122,865 87,457 128,438 108,175

Current 4,782 19,886 108,941 72,651 113,723 92,537Non-current 791 832 13,924 14,806 14,715 15,638


PART F: APPENDIX


CONTACT DETAILS

Physical address:��Physical address: Tshedimosetso House, 1035 cnr Francis Baard and Festival ��+��#��+�{��Postal address: Private Bag X745, Pretoria, South Africa, 0001�$��"��|� ?X�B?�~X]�@@@@HB<'��|�[email protected] Website: www.gcis.gov.za

MinisterMs Ayanda Dlodlo, MPPostal address|�{��X~E+�{��@@@BStreet address: Tshedimosetso House 1035 cnr Frances Baard and Festival ��+��#��+�{��+�@@^]Telephone|�@B?�~X]�@]ZX

Deputy MinisterMs Tandi Mahambehlala, MPPostal address|�{��X~E+�{��@@@BStreet address|��'��B@]E��`��`��+��#��+�{��+�@@^]Telephone|�@B?�~X]�@]Z^

Acting Director-General Ms Phumla WilliamsPostal address|�{��X~E+�{��@@@BStreet address|��'��B@]E��`��`��+��#��+�{��+�@@^]Telephone|� ?X�B?�~]X�@?~EFax|� ?X�B?�~X]�@E^EEmail|�[email protected]

��^�� "�� Ms Phumla WilliamsPostal address|�{��X~E+�{��+�@@@B�Street address|��'��B@]E��`��`��+��#��+�{��+�@@^]�Telephone|� ?X�B?�~]X�@?~EEmail|�[email protected]

��^�� "�� Mr Tshegofatso KgarabjangPostal address|�{��X~E+�{��+�@@@B�Street address|��'��+�B@]E��`��`��+��#��+�{��+�@@^]Telephone|� ?X�B?�~X]�@@@@HB�<'��|�[email protected]

>� �� ?��"��]��#Ms Liezel CerfDirector: Parliamentary ServicesPhysical address:��;��+�B?@�{��+��*��$�Postal address|�{��Z@XE+��*��$�+�^@@@Telephone|�@?B�~JB�^B~J�¡�`�>|�@?B�~JB�B~~J�Email|�[email protected]


!�^�� "��

PROVINCIAL OFFICES POSTAL ADDRESS PHYSICAL ADDRESS MANAGER TELEPHONE FAX EMAIL ADDRESS

EASTERN CAPEPrivate Bag X608East London5200

Union Arcade BuildingUnion StreetEast London 5200

Ndlelantle Pinyana 043 722 2602 043 722 2615 [email protected]

FREE STATEPO Box 995Bloemfontein9300

Shop 87, Bloem Plaza EastBurger StreetBloemfontein 9300

Lineo Sehlabaka 051 448-4506 051 430 7032 [email protected]

GAUTENGPrivate Bag X16, Johannesburg 2000

1066 Absa BuildingCnr Church and Loveday streets Johannesburg 2000

Peter Gumede 011 834 3560 011 834 3621 [email protected]

KWAZULU-NATALPrivate Bag X54332 Durban 4000

Sage Life House21 Field StreetDurban 4000

Ndala Mngadi 031 301 6787 031 305 9431 [email protected]

LIMPOPOPO Box 2452 Polokwane 0700

Old Mutual building66 Hans van Rensburg Street Polokwane 0700

Thanyani Ravhura 015 291 4689 015 295 6982 [email protected]

NORTH WESTPrivate Bag X2120 }�#5��2745

Nicol Centre Cnr Carrington and Martin StreetsMahikeng 2745

Kagisho Merementsi

018 381-7071 018 381 7066 [email protected]

NORTHERN CAPEPrivate Bag X5038 Kimberley 8300

7–9 Currey Street Kimberley 8300

Marius Nagel 053 832 1378/9 053 832 1377 [email protected]

MPUMALANGAPO Box 2586 Nelspruit 1200

Medcen BuildingCnr Bell and 14 Henshall streets Nelspruit 1200

Jeremiah Nkosi 013 753 2397 013 753 2531 [email protected]

WESTERN CAPEPO Box 503 Athlone Cape Town 7600

Kismet BuildingOld Klipfontein RoadAthloneCape Town 7600

Ms Geraldine Thopps

021 697 0145 021 696 8424 [email protected]


NOTES

GCIS Head Office Tshedimosetso House

1035 cnr Francis Baard and Festival Streets,

Hatfield, Pretoria

Government Communication and Information System

The pulse of communication excellence in government

RP330/2017

ISBN: 978-0-621-45884-8

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